Agenda packet, first session — Berkeley City Council, June 25, 2024 (part 3 of 10)

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Key Accomplishments and Next Steps:

Considerations:
• Scaling Up: The SCU continues to operate in a ramp-up state as Bonita House continues to hire and train staff for the program. As staff are hired and trained, they can start providing services in the field. The SCU will continue to expand their hours, as staffing allows, to operate a 24/7 non-police response to mental health and substance use crises. The City of Berkeley continues to work on receiving City-purchased vehicles for SCU operations, which are currently being customized for SCU operations.
• Grants and Long-term Funding: As grant funding is of a limited-term nature, HHCS is actively pursuing additional funding opportunities to sustain and improve the SCU over time.

Ongoing Timeline:
• Fall 2023 – ongoing: The SCU will continue to hire and train staff to build toward 24/7 operations. Additionally, HHCS and Bonita House have started initial conversations about using a MediCal billing model to contribute to longer term program costs.

RPS Phase Timeline Milestone
Phase 1
(2020-2022)
December 2020 SCU Steering Committee Formed.

January 2021 Contract with RDA for research, community-engagement, and SCU design.

March 2022 RDA Completes Report & Presents to Council.

May 2022 City Council informed of Reimagining Public Safety Framework for SCU design.

Phase 2
(2022-2024)

December 2022 Contract with Bonita House for SCU Implementation.

January 2023 –
ongoing
SCU staff are hired and trained; Systems for implementation are developed.

February 2023 –
Ongoing
HHCS hosts Community Dialogues to provide updates on SCU development and implementation. Community listserv begins to provide program-specific updates.

September 2023
SCU soft launch begins; SCU team begins providing daily services from 6am to 4pm in mid-September. Outreach materials are distributed throughout the community.

Anticipated
October 2023 -
ongoing
The SCU will continue to hire and train staff to build toward 24/7 operations. Additionally, HHCS and Bonita House have initiated conversations about using a MediCal billing model to contribute to longer term program costs.

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STAFFING POSITIONS (PILOT RPS COMMUNITY SERVICE OFFICERS & DISPATCHERS) Department Lead: Police
Status Update: In Progress
Overview:

In part of the Phase 2 implementation, funding was allocated for Fiscal Years 2023 and 2024 by City Council to introduce a temporary two-year pilot program of additional Community Service Officers and Public Safety Dispatchers. City Council directives included an evaluation of the pilot after the two-year period to align with the FY 25-26 Budget Process and determine the appropriate location of the CSO unit within a new Public Safety Department and the role for other non-sworn responders.

The Mayor and City Council approved the Recruiting and Retention Incentive Program (RRIP) for the Berkeley Police Department (BPD). The City has intensified recruitment efforts across the department to address staffing vacancies. These efforts include the approved RPS-designated positions: 8 Public Safety Dispatcher II, 1 Public Safety Dispatch Supervisor, 6 Community Service Officers (CSO), and 1 Community Service Officer Supervisor. The CSO positions are temporary and were budgeted for 3 years starting July 1, 2022. We are currently in the 3rd month of year 2, and any new hires must be told the position ends June 30, 2025. Previous candidates have declined the job offer because of the temporary status.

The Berkeley Police Department’s recent Community Service Officer recruitment drive concluded on September 18, 2023 and saw a marked increase in interest attracting 138 CSO applicants – nearly double the previous year’s count. The subsequent evaluation, involving written and physical tests, is scheduled for October 21, 2023. It is important to acknowledge that in previous evaluations, several candidates faced challenges in clearing one or both tests. Given the increased applicant pool this year, Berkeley PD remains optimistic about securing a larger number of qualified candidates.

Key Accomplishments and Next Steps:

Ongoing Timeline:
• October 2023 – ongoing: The Berkeley Police Department is on track to assess approximately 138 applicants in the month of October and continue efforts to fill these vacancies in 2024, further enhancing BPD’s capacity to serve the community.

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

Summer –
Fall 2022
RPS funding allocation of approximated ~$2.5 million for pilot program.

BPD Recruitment Cycle commenced.

July 2023 Contract with Citygate for BPD Staffing Assessment.

August 2023 Recruiting and Retention Incentive Program.

Anticipated
Summer –
Fall 2023
BPD Recruitment Cycle.

Anticipated
October 2023 –
ongoing
The Berkeley Police Department is on track to assess approximately 138 CSO applicants in the month of October.

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FAIR AND IMPARTIAL POLICING
Department Lead: Police
Status Update: In Progress
Overview:

On February 23, 2021, during a City Council Special Meeting, the recommendations put forth by the Mayor’s Fair and Impartial Policing (FIP) Taskforce were directed to the Berkeley Police Department for implementation. Berkeley PD provides quarterly updates to City Council, and has completed 13 of the 14 recommendations to date. These FIP recommendations were introduced during Phase 1 of the Mayor’s strategy for Reimagining Public Safety. The Berkeley Police Department has subsequently facilitated a series of FIP-dedicated training sessions, emphasizing key fair and impartial policing tenets.

As Berkeley PD continues to advance the recommendations of the Fair and Impartial Policing Task Force, additional Tier 1 funding of $100,000 was approved for Fiscal Years 2023 and 2024 for specialized FIP training for Berkeley police officers. This enactment is a part of Phase 2 in the Mayor’s phased
approach.

Berkeley PD FIP training also includes Crisis Intervention Team (CIT), LGBTQ, Racial Profiling and Bias6 training offered through the California Commission on Peace Officer Standards and Training (POST)7.

Furthermore, BPD has mandated the KIND Policing Education Incentive in the newest 2023 – 2025 Berkeley Police Association MOU with the city (See Companion Appendix H, pp. 2799-2801). The KIND Policing Educational Incentive is a first-of-its-kind initiative that promotes the City’s policing values while ensuring the availability of robust training for sworn members of BPD in effective policing that is rooted in procedural justice and impartiality, community-oriented, and culturally competent.

Berkeley PD believe these efforts will enable the Department to better serve the community and ensure public safety for all. The Berkeley Police Department will continue to work closely with the City Council and other stakeholders to develop and implement strategies that are effective, equitable, and just.

Berkeley PD remains committed to promoting fair and impartial policing practices and fostering trust and mutual respect between the police and the community we serve.

Key Accomplishments and Next Steps:

6 https://catalog.post.ca.gov/SearchResult.aspx?category=Mandates&MAC=9jfKTy12dmPZ5m6b632T9DV8U5Q 7 https://post.ca.gov/
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
June 2020 –
March 2021
Community Process for FIP Recommendations Development
convened.

February 2021 Mayor and the City Council pass FIP Recommendations August 2021 –
ongoing

Berkeley Police has implemented ongoing fair and impartial trainings for its officers.

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Ongoing Timeline:
• October 2023 – ongoing. The Berkeley Police Department will continue to fulfill officer training needs through Fiscal Year 2025. Berkeley PD will have various related CIT, LGBTQ, Bias/Profiling, and FIP-styled training planned for 2024.

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

July 2022 –
ongoing Continued training inclusive of FIP tenets.

August 2023
The KIND Policing Educational Incentive is a first-of-its-kind initiative that promotes the City’s policing values while ensuring the availability of robust training for sworn members of the Berkeley Police Department in effective policing that is rooted in procedural justice and impartiality, community-oriented, and culturally competent.

October 2023 –
ongoing
The Chief of Police submitted an “Update on the Implementation of Fair and Impartial Policing Task Force Recommendations” October 3 2023. Thirteen of the fourteen Task Force recommendations have been implemented and we remain committed to upholding and sustaining these measures (See Companion Appendix G, pp. 2787- 2797).

Anticipated
October 2023 –
ongoing
BPD will continue to support and fulfill officer training needs through Fiscal Year 2025. We will have various related CIT, LGBTQ, Bias/Profiling, and FIP-styled training planned for 2024.

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WELLNESS PRACTICES (CRITICAL INCIDENT STRESS, PEER SUPPORT

TEAM, AND EMERGING WELLNESS NEEDS)
Department Lead: Police
Status Update: In Progress
Overview:

The Berkeley Police Department has built out a suite of wellness and mental health services for staff as outlined in the key accomplishments section. In part of the Reimagining Public Safety Phase 2 directives, the department has utilized the allocated $50,000 Reimagining Public Safety funds for Crisis Intervention and Critical Incident Stress Management Services. Acknowledging that physical health is intertwined with mental well-being, improvements have been made to BPD’s gym facilities, both at the Public Safety Building and the substation. For those officers in need of specialized support, Berkeley PD provided access to an immersive group therapy program designed to provide employees with the ability to recover from traumatic incidents with resilience. In addition to these wellness efforts, we’re on the brink of launching a mobile application designed to provide anonymous access to a vast array of health and wellness resources.

Key Accomplishments and Next Steps:

Ongoing Timeline:
• October 2023 – ongoing. The Berkeley Police Department will continue to work with PSFCG to utilize Crisis Intervention and Critical Incident Stress Management Services for the officers through Fiscal Year 2026, in addition to continued wellness offerings. Berkeley PD will have various related CIT, LGBTQ, Bias/Profiling, and FIP styled training planned for 2024.

8 https://icisf.org/individual-crisis-intervention-and-peer-support-group-crisis-intervention/ 9 https://www.o2x.com/
RPS Phase Timeline Milestone
Phase 2
(2022-2024)

July 2022 –
June 2023
FY 2023 Wellness Efforts Include:
• Contracted with a local first responder-specific counseling group, Public Safety Family Counseling Group (PSFCG).
• International Critical Incident Stress Foundation training in Assisting Individuals in Crisis and Group Crisis Intervention 8. • Gym Updates
• Access to immersive group therapy
July 2023 –
ongoing
FY 2024 Wellness Efforts Include:
• O2X Partnership9
• First Responder Wellness Apps & Resources
Anticipated
October 2023
– ongoing
Continued partnerships and efforts towards BPD Wellness Practices for officers.

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VISION ZERO PROGRAM COORDINATOR
Department Lead: Publ ic Works Department
Status Update: In Progress
Overview:

The Public Works department have successfully hired a Vision Zero Program Coordinator (Associate Planner) in October 2023. This position supports the work of the Vision Zero Program Manager (Senior Planner) which is currently vacant. In line with the eleven high priority action items identified in the Vision Zero Action Plan, the Associate Planner will be supporting with the implementation of the programmatic and capital project delivery elements of Vision Zero. Three of the eleven high priority action items include collision analysis as described in the Reimagining Public Safety initiative. Note the latest Vision Zero Annual Report (2021-2022) (See Companion Appendix I, pp. 2803-2886 for Vision Zero Action Plan and Vision Zero Annual Report). Some of the current program priorities include:
supporting the delivery of grant-funded capital traffic safety capital projects on Vision Zero High Injury Streets; reconvening the Vision Zero Coordinating Committee; restarting development and implementation of a Rapid Response program, including: supporting the City’s interdepartmental Rapid Response team in understanding the reasons for traffic crashes and restarting development and implementation of a Quick Build program to be able to respond through appropriate traffic safety countermeasures; conducting the three-year update of the Vision Zero Action Plan; and resuming Vision Zero Annual Reports.

Key Accomplishments and Next Steps:

Considerations:
• Staffing Vacancies. The City Manager issued three Off-Agenda memos, November 2022, December 2022, and October 2023, respectively, to update the City Council on the Public Work’s Transportation Division’s staffing and work priorities (See Companion Appendix J, pp. 2888-2900 for Staffing Memos).
o While the Vision Zero Program Coordinator (Associate Planner) has been hired, the Vision Zero Program Manager (Senior Planner) position is currently vacant following the promotion of the former Senior Planner to Principal Planner in August 2023. Public Works is preparing to kick off the recruitment for this position.

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

October 2023 Vision Zero Program Coordinator (Associate Planner) Hired.

Anticipated
January 2024 –
ongoing

In line with the 11 high priority action items identified in key priorities of the Vision Zero Action Plan, the Associate Planner will be supporting the implementation of the programmatic and capital project delivery elements of Vision Zero. Three of the eleven high priority action items include collision analysis as described in the Reimagining Public Safety initiative.

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Next Steps & Timelines:
• January 2024 – ongoing: In 2024, the Vision Zero program anticipates restarting the Vision Zero Coordinating Committee meetings; initiating the three-year update to the Vision Zero Action Plan; restarting the development of the Rapid Response and Quick Build Programs; continuing to support major grant-funded capital projects on Vision Zero High Injury Streets, such as Southside Complete Streets, Sacramento St Pedestrian Crossing Safety Improvements, and the Alameda County Transportation Commission San Pablo Avenue Corridor Projects.

Progress on Vision Zero high priority projects and programs in 2024 will depend on hiring a new Vision Zero Program Manager (Senior Planner).

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CONSTULTANT COSTS

BERKEKELY DEPARTMENT OF TRANSPORTATION (BERKDOT)

DEVELOPMENT
Department Lead: Public Works Department
Status Update: In Progress (funding deferred to AAO#1)
Overview:

In the structured approach to the Reimagining Public Safety initiative, Phase 1 played an instrumental role in laying the groundwork for BerkDOT. This phase focused on preliminary design and development, underpinned by robust stakeholder engagement (See Companion Appendix B, pp. 1899-2285 for Off- Agenda Memos). Central to the vision of BerkDOT is the consolidation of all transportation-related functions in the city into a single entity. This department would be responsible for diverse areas, from traffic management and road maintenance to school crossing guards. Additionally, an embedded racial justice lens in BerkDOT’s mandate ensures that transportation policies, programs, and infrastructure actively address racial disparities. By doing so, the City aims to create transportation environments that reduce burdens historically placed on communities of color, ensuring streets where all residents feel secure and included.

The City approved a Tier 1: Reimagining Public Safety budget allocation of $300,000 for Fiscal Year 2023 with the objective of propelling BerkDOT’s implementation forward. This budget allocation, which is central to Phase 2, will also support research for a forthcoming “white paper” and potential advocacy for state legislation.

Below outlines five core deliverables related to early implementation of BerkDOT:

1. Continue legislative advocacy for changes in state law to grant cities the authority for non-sworn civilian traffic enforcement, and automated enforcement for speeding/red lights.

2. Transition crossing guards from the Police Department to Public Works’ Division of Transportation.

3. Strategize for a Civilian Traffic Enforcement Unit, pending legislative changes.

4. Review Berkeley Municipal Code for proposed changes to increase equity and racial justice in the City’s existing transportation fines and fees.

5. Develop a roadmap for establishing a standalone Berkeley Department of Transportation.

While the Public Works Department successfully transitioned crossing guards, progress in other sectors have been slow, especially concerning legislative matters. For instance, the California SB-50 Bill10 supporting civilian traffic enforcement was declined on September 14, 2023. Additionally, since Berkeley

10 https://leginfo.legislature.ca.gov/faces/billTextClient.xhtml?bill_id=202320240SB50

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is not included in the Assembly Bill 645 (AB-64511), introducing a Speed Safety System Pilot Program locally would require separate legislation.

Other challenges include the Public Works Department’s significant staffing issues. The Berkeley Public Works Department, central in BerkDOT’s, faced significant staffing challenges. The City Manager issued Off-Agenda memos in November and December of 2022, and again in October 2023 (See Companion Appendix J, pp. 2888-2900 for Staffing Memos). These memos informed the City Council on the department’s staffing challenges and their implications for ongoing projects, highlighting that several initiatives led by Public Works, including BerkDOT’s evolution, had been temporarily halted. This pause was later addressed at the Berkeley Budget & Finance Committee on June 22, 2023 and at the June 27, 2023 City Council session. Notably, several Reimagining Tier 1 requests have been referred to the December 2023 Annual Appropriations Ordinance #1 process (See Companion Appendix K, pp. 2902- 2997 for
Budget & Finance Committee Annotated Agenda and June 2023 Item 53 Council Supplemental Item).

As of this report’s submission, movement related to this deliverable has yet to be initiated. The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting. Should the allocation be returned, Public Works’ proactive response plan will be to launch a comprehensive Request for Proposal (RFP) process to bring aboard a third party with a proven track record in urban transportation to assess preliminary research, bridge any existing gaps, and devise an actionable BerkDOT implementation plan.

Key Accomplishments and Next Steps:

Considerations:
• Regulatory Compliance: BerkDOT must strictly adhere to local, state and federal transportation regulations. This includes not just road and transit roles, but also any pertaining to pedestrian zones, bike lanes, and other urban transportation forms. Ensuring compliance will prevent potential legal complications and foster smoother collaboration and state federal agencies.

11 https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240AB645 RPS Phase Timeline Milestone
Phase 1
(2020-2022)
June 2020 –
ongoing Community Process for BerkDOT Development
Fall 2022
Crossing guards transitioned from the Police to Public Works’ Division of Transportation.

November 2022 –
ongoing
Public Works staffing vacancies memos issued to City Council and community.

Phase 2
(2022-2024)

June 2023 City Council referred several Reimagining Tier 1 requests to the December 2023 Annual Appropriations Ordinance #1 process.

Anticipated
November 2023 –
ongoing
Public Works anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been made at the AAO#1 meeting. Next Steps would include a possible RFP process for BerkDOT implementation planning.

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• Budgetary Limitations: The BerkDOT’s budget is currently deferred. This situation necessitates providing essential project and operations within existing resources. The City must explore innovative solutions and consider alternative funding avenues, such as grants or strategic partnerships.
• Staffing: The Public Works Department is currently facing a staffing shortage, which affects its capacity to meet all operational demands. The Department is actively recruiting to fill vacancies.

It is important to note that with limited personnel, there are competing priorities to manage.

Ongoing Timeline:
• F
all 2023 – ong
oing: As of this report’s submission, movement related to this deliverable has yet to be initiated. The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting. Should the allocation be returned, Public Works’ proactive response plan will be to launch a comprehensive Request for Proposal (RFP) process to bring aboard a third party with a proven track record in urban transportation to assess preliminary research, bridge any existing gaps, and devise an actionable BerkDOT implementation plan.

BEHAVIORAL HEALTH, CRISIS RESPONSE, AND CRISIS-RELATED

SERVICES NEEDS AND CAPACITY ASSESSMENTS
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:

In Phase 2, the City of Berkeley allocated $100,000 in Fiscal Year 2023 for a service needs assessment based on 911 and non-911 calls for service, dispatch, and response to address the needs of Berkeley people with behavioral health issues and/or who are unhoused. This needs assessment should be conducted using computer-aided dispatch (CAD) or other data from the Berkeley Communications Center, other dispatch agencies, BPD, BFD, and any other relevant data during the COVID-19 pandemic from at least March 2020 through the present. In addition to this service assessment, the recommendation also includes a capacity assessment of crisis response and crisis-related services available to Berkeley.

In May 2023, the City Council authorized the City Manager to add a portion of this funding to an existing contract with Resource Development Associates (RDA) to support a CAD data analysis to better inform the implementation and evaluation of the Specialized Care Unit (SCU) (See Companion Appendix E, pp. 2487-2496 for RDA Contract).

Analyzing the CAD data will help inform future SCU and crisis system operations by gaining a better understanding of the types of calls that could apply to behavioral health crises. Components of this CAD data analysis and follow-up recommendations, as it applies to current program operations will be incorporated into the broader SCU evaluation, and provided to the City throughout the SCU pilot.

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In addition to the RDA contract to analyze 911 call data, HHCS recently hired a Community Services Specialist II (CSSII) who is focused on analyzing care support systems in the City of Berkeley and Alameda County, including crisis response and crisis-related services. This CSSII will focus on conducting the capacity assessment to determine what exists and system gaps with respect to the SCU, respite, and sobering centers. This work will continue throughout the calendar year and into early 2024.

Key Accomplishments and Next Steps:

Consi
derations:
• Expanding Data Analysis & Dynamic Needs: As the project progresses, there might be a recognition of new data sets essential for comprehensive analysis. • Partner Coordination & Feedback: With multiple partners involved, there will be extensive coordination to ensure that all information is gathered to inform these analyses. • Policy Awareness: Staying updated with relevant behavioral health policies and regulations will be key to ensure project success and compliance.

Ongoing Timeline:
• Fall 2023 – ong oing: These projects continue to be ongoing through the rest of 2023. HHCS expects to receive initial results of the analysis of the 911 call data and crisis systems by the beginning of next year.

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

June 2023 Existing contract for SCU program evaluation is amended to add a scope of work for RDA to conduct the crisis needs assessment.

June 2023 –
August 2023 Crisis needs assessment for 911 call planning begins with initial data scoping.

August 2023 –
ongoing
Data analysis of Computer Aided Dispatch (CAD) calls begins with City of Berkeley stakeholders.

August 2023 HHCS hired a Community Services Specialist II to analyze crisis response and related systems, specifically including crisis stabilization.

Anticipated
Ongoing –
December 2023
Data collection and systems planning.

Anticipated
December 2023 –
ongoing
Reporting. These projects continue to be ongoing through the rest of 2023.

HHCS expects to receive initial results of the analysis of the 911 call data and crisis systems by the beginning of next year

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STAFFING ASSESSMENT
Department Lead: Police
Status Update: In Progress
Overview:

As part of ongoing efforts in the Reimagining Public Safety Phase 2 recommendations, the Berkeley Police Department has contracted with Citygate Associates to undertake a thorough study of the Berkeley Police Department (See Companion Appendix L, pp. 2999-3006 for Contract and Scope of Services). This comprehensive study aims to evaluate the Department’s organizational structure, resource allocation, and geographical patrol boundaries. Citygate will also recommend organizational improvements to enhance overall service to the community with consideration given to the morale and well-being of police staff.

Key Accomplishments and Next Steps:

Ongoing Timeline:
• October 2023 –
ongoing. Citygate’s
workload study will
take approximately
nine months and
consists of 6 key tasks
outlined in the
contract. The
Berkeley Police
Department
anticipates providing
updates during the
next Reimagining
RPS Phase Timeline Milestone
Phase 2
(2022-2024)

July 2023
The Berkeley Police Department has successfully engaged with Citygate Associates for a comprehensive staffing assessment and workload study.

Citygate’s workload study will take approximately nine months and consists of 6 key tasks outlined in the contract. RPS funding allocation of $125,000 for FY 2024.

August 2023 –
ongoing Citygate Staffing Assessment Tasks 1 & 2.

Anticipated
October 2023 –
November 2023
Stakeholder Interviews and Community Survey.

Anticipated
November 2023 –
December 2023
Review of Organizational Functions and Workload.

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Public Safety status report out.

TRANSPORTATION FINES & FEES ANALYSIS
Department Lead: City Manager’s Office
Status Update: To Be Initiated (funding deferred to AAO#1) Overview:

As a Phase 2 item in the Reimagining Public Safety initiative, $150,000 was allocated by the City Council for Fiscal Year 2023 to review the City of Berkeley’s Municipal Code for proposed changes to increase equity and racial justice in City’s transportation fines and fees, and explore the civilianization of enforcement of various Municipal Code violations (See Companion Appendix T, pp. 3259-3264).

As previously mentioned, several Reimagining Public Safety deliverables, have yet to be initiated.

Additionally, at the City Council’s Budget & Finance Committee meeting on June 22, 2023 and June 27, 2023 City Council session, several Reimagining Tier 1 requests were deferred to the December 2023 Annual Appropriations Ordinance #1 process (See Companion Appendix K, pp. 2902-2997 for Budget & Finance Committee Annotated Agenda and June 2023 Item 53 Council Supplemental Item). The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable once a decision around funding has been finalized at the AAO #1 meeting.

Key Accomplishments and Next Steps:

Ongoing Timeline:
• Fall 2023 – ongoing: As of this report’s submission, this deliverable has yet to be initiated. The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting.

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

June 2023 City Council referred several Reimagining Tier 1 requests to the December 2023 Annual Appropriations Ordinance #1 process.

Anticipated
October 2023 –
ongoing
The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been made at the AAO#1 meeting.

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DEPARTMENT OF COMMUNITY SAFETY DESIGN AND

IMPLEMENTATION
Department Lead: City Manager’s Office
Status Update: To Be Initiated (funding deferred to AAO#1) Overview:

As a Phase 2 item in the Reimagining Public Safety initiative, $250,000 was allocated for Fiscal Year 2024 to support a design process for the creation of a Department of Community Safety (See Companion Appendix T, pp. 3259-3264).

As previously mentioned, several Reimagining Public Safety deliverables, have yet to be initiated.

Key Accomplishments and Next Steps:

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

June 2023 Council referred several Reimagining Tier 1 requests to the December 2023 Annual Appropriations Ordinance #1 process.

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DISPATCH ASSESSMENT & IMPLEMENTATION

Department Lead: Fire Department
Status Update: In Progress
Overview:

The City’s Dispatch center is the hub of both police, fire and emergency medical services (EMS) for the community. When a resident call 911 for help, there is a simple expectation that person has: that the right responders arrive on scene to provide help quickly. What happens behind the scenes is a complex process that is similar to that of an air traffic control center. Dispatchers receive calls for help via 911 or a ten-digit phone number, they ask questions to clarify the need, collect critical information and enter information into a Computer Aided Dispatch (CAD) system, alert the right resource(s), coordinate the response to the call, all the while maintaining awareness of the system status.

With this project, the Berkeley Fire Department’s goal is to enhance the City’s Dispatch center to allow for the systematic triage of emergency calls, to provide pre-arrival emergency medical instructions to callers, and to create the opportunity to send alternate resources like an alternative mobile health unit (similar to the Fire Departments Mobile Integrated Paramedic unit deployed early in the Pandemic) or the Specialized Care Unit (SCU). To meet these modern fire and EMS capabilities, as seen in most other centers in the region including the Contra Costa Regional Fire Communications Center, the Alameda County Regional Emergency Communications Center, and the San Francisco Emergency Communications Department, a substantial initial and on-going investment may be required.

In part of the Mayor’s phased approach
to Reimagining Public Safety, Phase 1 work primarily focused on preliminary development and stakeholder engagement of the Dispatch Needs Assessment (DNA) design prior to soliciting a formal (See Companion Appendix B, pp. 1899-2285 for City Manager’s Reimagining Public Safety Off-Agenda Memos). As we advanced efforts towards Dispatch Needs Assessment and Redesign, additional funding was approved for Fiscal Year 2023 for DNA efforts, this enactment is a part of Phase 2 in the Mayor’s three-tiered approach.

Leading into Phase 2 of the Reimagining Public Safety initiative, the Berkeley Fire Department contracted with Federal Engineering, Inc. (FE) to conduct a Dispatch Needs Assessment (DNA). The results of the completed scope of work is detailed in the high-level implementation plan (See Companion Appendix M, pp. 3009-3014 for FE Contract and High Level Implementation Plan). The recommendations included a staffing model, facility improvements, advanced training and protocols required to support call triaging for alternative response models, and the implementation of emergency medical dispatch.

Due to the significance of the recommendations from FE and following extensive discussions with stakeholders from dispatch, the City Manager’s Office, the fire department, and the police department, staff is seeking a second opinion from other industry experts in the field before bringing the full report to City Council and advancing to the next phase of the DNA (implementation of the plan). The scope and lasting impacts of implementation of the DNA recommendations is so significant, it is imperative

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that the team exercises due diligence. By soliciting a second opinion, staff aim to ensure that the report and subsequent recommendations to the City Council are anchored in best practices, are pragmatic, fiscally responsible, and represent a comprehensive understanding of the challenges and requirements of this industry. This careful approach underscores the Berkeley Fire Department’s commitment to the highest standards of professional and strategic implementation.

The cost of the second opinion is not expected to exceed $20,000 and will be paid by Measure FF funds.

Contract initiation and reassessment will conclude in Spring 2024. Within this timeframe, the core objective is to undertake a comprehensive reassessment of the current and proposed staffing model.

The reassessment will utilize the most recent call data, as the FE report is now a year old. It is important to contextualize that the data, influenced by the unprecedented challenges of the COVID-19 Pandemic, may not represent typical patterns. The final output will encompass a plan for strategic implementation of the derived recommendations. Upon the completion of the second opinion, Fire Department staff anticipates engaging with City leadership to shape and inform next steps. The findings from this review will be presented to the appropriate stakeholder groups and the Council in 2024. The total contract for the Dispatch Needs Assessment and Implementation Plan is $300,000. In addition to City allocation ($200,000) the initial assessment was funded by HHCS grants (approximately $100,000).

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Key Accomplishments and Next Steps:

Considerations:
• Staffing. Through FY23 the Fire Department experienced significant and ongoing recruitment and hiring challenges resulting from the global pandemic, the Office of the Fire Chief (the Department) has struggled to fulfill community needs through day-to-day operations, strategic planning efforts, and project and program management. The most significant challenges surround overseeing operational and programmatic priorities due to short staffing. The Department is working diligently to reorganize its operations to support current and future staff and staffing needs.
• Facilities Space. One of the primary challenges and considerations that may inhibit implementation of Stage II of the Dispatch Needs Assessment is securing an appropriate facility space for the center. There is not enough space in the Public Safety Building before the Fire Department moves to an independent headquarters facility. Identifying and obtaining the appropriate amount of space to house dispatcher workstations is vital for the successful rollout and operation of the project. Ensuring the space meets the specific requirements and standards, both in terms of functionality and accessibility, is paramount and current configuration of the Public Safety Building will need to be adjusted to accommodate a modern and expended dispatch center.
• Budget. Stage I of this project was paid for with HHCS grant funds and the second opinion and planning for implementation is funded by Measure FF. Additional funding for implementation of any/all recommendations will need to be approved and appropriated by the City Council.

RPS Phase Timeline Milestone
Phase 1
(2020-2022)
February 2021 –
December 2021 RFP Process Executed.

January 2021 –
October 2022
Federal Engineering Conducts Assessment. The scope of work for this project examined existing dispatch capabilities and the City's goals to develop a gap analysis and path forward on how to triage calls, divert non-emergency calls—including mental health calls —to appropriate resources, and implement the delivery of emergency medical instructions to callers.

Phase 2
(2022-2024)

November 2022 –
May 2023
The Federal Engineering Report on Priority Dispatch was presented to key stakeholders and discussed internally.

July 2023 –
October 2023 Development of Second Opinion Scope and Vendor Selection Anticipated
Fall 2023
A budget of $20,000 from Measure FF funds is allocated for a second opinion, set to begin in November for a three-month duration. This review will re-evaluate our staffing model using the latest call data, considering the anomalies from the COVID-19 impacted years. The outcome will provide strategic recommendations for implementation.

Anticipated
Winter/Spring 2024 Second opinion report complete.

Anticipated
Winter/Spring 2024
Discussion with City project stakeholders of FE’s report and the second opinion to determine next steps for the DNA.

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Ongoing Timeline:
• Fall 2023 – ongoing: A budget of $20,000 from Measure FF funds is allocated for a second opinion, set to begin in late Fall 2023. This review will re-evaluate Fire’s staffing model using the latest call data, considering the anomalies from the COVID-19 impacted years. The outcome will provide strategic recommendations for implementation.

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COMMUNITY INVESTMENTS

VIOLENCE PREVENTION

VIOLENCE PREVENTION AND YOUTH SERVICES

Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:

In Phase 2 of the initiative to Reimagine Public Safety, emphasis was placed on community investments.

Two prominent Community-Based Organizations (CBOs), namely McGee Avenue12 Baptist Church Center for Food, Faith, and Justice and Berkeley Youth Alternatives13 were identified and selected to receive funds. These allocations are instrumental in bolstering collective efforts to reshape and enhance the dynamics of Berkeley’s community. For Fiscal Years 2023 and 2024, $50,000 has been designated to support the “Voices Against Violence” series by the McGee Avenue Baptist Church. Additionally, Berkeley Youth Alternatives has been allocated $160,000, of which, $125,000 is dedicated to their Counseling Center14 and the remaining $35,000 is designated for the Summer Jam Day Camp.

Center for Food, Faith. In the City’s ongoing efforts to enhance community safety and enrichment, the McGee Avenue Baptist Church was granted funding of $50,000 to support with their “Voices Against Violence” youth campaign.

Berkeley Youth Alternatives. BYA, another pillar in the community, has been awarded $160,000. A substantial portion, $125,000 is dedicated to fortifying their counseling center, which plays a crucial role in providing support to many. The remaining $35,000 is allocated to ensure successful continuation of their Summer Jam Day Camp.

Key Accomplishments and Next Steps:

Ongoing Timeline:
• Fall 2023 – June 2024: The City will continue to allocate funds to McGee Avenue Baptist Church and Berkeley Youth Alternatives corresponding to their programmatic expenditures through the end of Fiscal Year 2024, which ends on June 30, 2024.

12 https://www.cffj.org/programs-services
13 https://www.byaonline.org/
14 https://www.byaonline.org/programs/counseling-center/counseling-center RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2022- June 2023 Funds allocated to CBOs
Anticipated
Fall 2023 – June 2024 Funds continued allocation to CBOs through FY 24.

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GUN VIOLENCE PREVENTION (BERKELEY CEASEFIRE)
Department Lead: City Manager’s Office
Status Update: In Progress (FY 23 carryover request to AAO#1) Overview:

As part of the Mayor’s phased approach to Reimagining Public Safety, Phase 1 work primarily focused on community-centric processes and comprehensive engagement with key stakeholders and field experts. In this engagement, analysis, and design process, the National Institute for Criminal Justice Reform15 (NICJR), was commissioned to conduct an assessment of programs and models that increase safety, properly respond to emergencies, reduce crime and violence, and improve policing. Included in their final report was a dedicated assessment of Community Driven Violence Reduction Strategies16, also known as Gun Violence Prevention or “Ceasefire,” This report was presented to the Reimagining Public Safety Task Force, and thereafter to the City Council in Spring 2022 (See Companion Appendix A, pp. 1107-1111, for NICJR Report).

Councilmember Terry Taplin recommended a series of budget referrals (November 2021, May 2022) for a Gun Violence Intervention (Operation Ceasefire) program to be designed and implemented within the city of Berkeley (See Abbreviated Appendix N, pp. 3088-3095). To support this initiative, the Berkeley Police Department (BPD) has established a comprehensive Transparency Hub17 with data and analysis designed to support the Ceasefire process and inform the community of BPD’s efforts in this space.

As the Reimagining Public Safety work transitioned to Phase 2 of analysis and implementation, on June 28, 2022, the City of Berkeley ratified a budget for FY 2023 & FY 2024 with an allocation of $1,000,000 dedicated to addressing the increase in gun violence that the city of Berkeley has experienced in recent years. The budget item, titled “Ceasefire,” is predicated on said prior discussions on potential community-based violence prevention strategies. The City Manager has since issued an Off Agenda Memo in
October 2022 providing updates on progress thus far, highlighting BPD’s preliminary steps, including engagement with Ceasefire programs in surrounding cities and other violence prevention programs when there are Berkeley connections to crime in other jurisdictions as well as their expanded partnership with UC Berkeley to include a collaboration with the Goldman School of Public Policy to design a Gun Violence Prevention program evaluation plan including the definition of success metrics and independent analysis thereof. (See Abbreviated Appendix N, pp. 3014-3087, for Report). In addition to the Police Department’s efforts, Councilmember Taplin has coordinated several advisory group meetings inviting a number of community stakeholders and experts in violence reduction programs.

These meetings included faith leaders and community-based organizations in Berkeley. The meetings involved identifying current systems and other stakeholders who should be engaged in the process as

15 https://nicjr.org/
16 https://berkeleyca.gov/sites/default/files/documents/BerkeleyReport_030722.pdf#page=100 17 https://bpd-transparency-initiative-berkeleypd.hub.arcgis.com/

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well as discussions as to what strategies would work best in Berkeley. A memo was published April 2023 (See Abbreviated Appendix N, page p. 3088, for April 2023 memo).

The Gun Violence Prevention (GVP) report was completed in summer 2023 and preliminary analyses and findings have been presented to the Chief of Police and City Manager’s Office, and are expected to be presented to the City Council December 5, 2023 (See Appendix N, pp. 3014-3087, for Gun Violence Prevention Report). Unspent funds ($1,000,000) from Fiscal Year 2023 have been requested for carryover to FY 2024 as part of AA0#1. The Assistant to the City Manager, now onboarded in their role as the Reimagining Public Safety Project Coordinator, will collaborate with essential stakeholders to design the forthcoming steps and processes tailored to meet the specific requirements of Berkeley’s GVP program. The team will also explore the potential need for a Request for Proposal (RFP) during this phase.

Key Accomplishments and Next Steps:

Considerations:
• CBO/Staffing Recruitment: The current recruitment landscape presents its own set of challenges. Staffing up qualified organizations/individuals for this program may face prolonged lead times in recruitment. Beyond initial recruitment, the essential training required to ensure the efficacy of the GVP launch may further extend lead times.

Ongoing Timeline:
• December 2023 – ongoing: Unspent funds from FY 2023 have been requested for carryover as part of AA0#1. GVP findings are scheduled to be presented to the City Council December 5, 2023. The Assistant to the City Manager will collaborate with essential stakeholders. This collaboration aims to design the forthcoming steps and processes tailored to meet the specific requirements of the GVP program.

RPS Phase Timeline Status
Phase 1
(2020-2022)
Spring 2022
Preliminary Steps. NICJR Presents report to Task Force and Council. Councilmember Terry Taplin presents budget
recommendations. BPD launches transparency hub.

June 2022 $1M allocation adopted for Gun Violence Prevention Program.

Phase 2
(2022-2024)

November 2022 Gun Violence Prevention (GVP) Preliminary Analysis Initiated May 2023 GVP Report complete.

August 2023 Assistant to the City Manager – Reimagining Public Safety Project Coordinator hired.

Anticipated
December 2023 Comprehensive update on Reimagining and Project update for GVP.

Anticipated
Winter 2024 –
ongoing
Preliminary research and stakeholder engagement for next steps and possible process.

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ALTERNATIVES TO SANCTIONS/FINES

HEARING OFFICER-ALTER NATIVES TO SANCTIONS/FINES
Department Lead: Public Works Department
Status Update: In Progress (funding deferred to AAO#1)
Overview:

As a Phase 2 item in the Reimagining Public Safety initiative, $150,000 was allocated for Fiscal Year 2024 to enhance hearing officer resources. The remit of this allocation includes referring individuals to community service and social services for various infractions, such as low-level violations related to parking.

As previously mentioned, several Reimagining Public Safety deliverables, have yet to be initiated.

Key Accomplishments and Next Steps:

Ongoing Timeline:
• Fall 2023 – ongoing: As of this report’s submission, this deliverable has yet to be initiated. The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting.

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

June 2023 City Council referred several Reimagining Tier 1 requests to the November 2023 Annual Appropriations Ordinance #1 process.

Anticipated
October 2023 –
ongoing
The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been made at the AAO#1 meeting.

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EXPAND DOWNTOWN STREETS TEAMS
Department Lead: Public Works Dep artment
Status Update: In Progress (funding deferred to AAO#1)
Overview:

In Phase 2, a budgetary provision of $50,000 was allocated for Fiscal Years 2023 and 2024 to expand the scope of the City’s contract with Downtown Streets Team18. On May 31, 2022, City Council approved Resolution No. 70, 394-N.S to allow for City staff to enter into sole source negotiations with DST for new pricing, contract terms, and scope of services in support of the Clean Cities Program for the continuation of hand sweeping, leaf and litter removal, graffiti abatement, and poster removal services for various commercial districts (See Companion Appendix O, pp. 3097-3100 for 2022 Contract with Downtown Streets Team).

As mentioned, several Reimagining Public Safety deliverables have yet to be initiated. Additionally, at the Berkeley Budget & Finance Committee meeting on June 22, 2023 and June 27, 2023 City Council session, several Reimagining Tier 1 requests have been referred to the December 2023 Annual Appropriations Ordinance #1 process (See Companion Appendix K, pp. 2902-2997 for Budget & Finance Committee Annotated Agenda and June 2023 Item 53 Council Supplemental Item).

Public Works has since then entered into a new contract with Downtown Streets Team, June 27, 2023 wherein which DST supports the city with services related to hand sweeping, graffiti and litter abatement, poster removal, and low barrier volunteer work experience programming (See Companion Appendix O, pp. 3101-3103 for 2023 Contract with Downtown Streets Team). The Public Works department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting.

Key Accomplishments and Next Steps:

18 https://www.streetsteam.org/berkeley
RPS Phase Timeline Milestone
Phase 2
(2022-2024)

June 2023
City Council referred several Reimagining Tier 1 requests to the December 2023 Annual Appropriations Ordinance #1 process. Public Works enters contract with Downtown Streets Team.

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COMMUNITY MENTAL HEALTH, BEHAVIORAL, AND

CRISIS RESPONSE

COMMUNITY CRISIS RESPONSE SERVICES (BRIDGE SER VICES)
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:

Within the framework of Phase 1 of the Reimagining Public Safety initiative, the city was actively engaged in the planning stages of the Specialized Care Unit (SCU). The SCU, envisioned as a 24/7 mobile unit, will provide support to individuals experiencing a mental health or substance abuse crisis, without necessitating direct police involvement. During the design period, with HHCS actively engaged in the development process, the city recognized the pressing need to enhance non-police relationships and support for individuals at risk of entering a crisis state. In response to this need, the City Council, on June 29, 2021, allocated up to $1,200,000 from the FY 2022 budget, sourced from the American Rescue Plan, to fund the Community Crisis Response (CCR) services. These services, intended to bridge the gap until the SCU became operational, were also referred to as “Bridge Services.”

In pursuit of these goals, the City issues a Request for Proposals, seeking community-based organizations (CBOs) and groups with expertise to provide these supportive services. The City of Berkeley received proposals from three local organizations, Alameda County Network of Mental Health
Clients19 (Berkeley Drop-in Center), Options Recovery20, and Women’s Daytime Drop-in Center21, each with intent to expand their current service offerings. The review committee, consisting of representatives from the Health, Housing and Community Services Department, the Fire Department, the Mental Health Commission, and the Berkeley Community Safety Coalition, recommended funding all three contracts (See Companion Appendix P, pp. 3105-3110 for City Manager’s consent item).

These contracts will provide financial support to:

1. Alameda County Network of Mental Health Clients (Berkeley Drop-in Center) to expand their peer support programming for crisis prevention, crisis intervention and post-crisis support (See Companion Appendix P, pp. 3111-3150 for Peer Wellness Berkeley Drop-In Center Contract)

2. Options Recovery for hiring Substance Use Disorder (SUD) Navigators for culturally competent stage-matched interventions (See Companion Appendix P, pp. 3151-3244 for Options Recovery Contract)

3. Women’s Daytime Drop-in Center for enhanced mental health care services to the community including assessment, linkages, workshops, and goal-setting (See Companion Appendix P, pp. 3180-3215 for Women’s Daytime Drop-in Center Contract)

19 https://alameda.networkofcare.org/mh/services/agency.aspx?pid=BerkeleyDropInCenter_344_2 _0 20 https://optionsrecoveryservices.com/
21 https://www.womensdropin.org/

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As Reimagining efforts have transitioned into Phase 2 of the implementation process, these contracts were initiated in Spring 2022, and amended to be extended the following year, while the Specialized Care Unit, having launched September 2023, continues to build and ramp up.

Key Accomplishments and Next Steps:

Ongoing Timeline:
• Fall 2023 – ongoing:

HHCS will continue
partnership Alameda County
Network of Mental Health
Clients (Berkeley Drop-in
Center), Options Recovery,
and Women’s Daytime
Drop-in Center for
Community Crisis Response
Services, while the SCU will
continue to hire and train
staff to build toward 24/7
operations.

RPS Phase Timeline Milestone
Phase 1
(2020-2022)
June 2021
City Council approves to allocate $1,200,000 from the FY 2022 budget, sourced from the American Rescue Plan, to fund the Community Crisis Response (CCR) services.

Summer 2021 RFP Process initiated.

November 2021
Consent item issued to adopt three Resolutions authorizing the City Manager to execute contracts and any amendments or extensions with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center for Community Crisis Response Services, in an amount not to exceed $1,200,000.

Spring 2022 –
Winter 2022
Contracts with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center initiated.

Phase 2
(2022-2024)

Spring 2023 –
ongoing
Contracts with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center renewed/amended, while the SCU will continue to hire and train staff to build toward 24/7 operations.

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YOUTH PEERS MENTAL HEALTH, BEHAVIORAL, AND CRISIS RESPONSE Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:

The City’s Health, Housing, and Community Services (HHCS) Department has initiated a collaborative effort with the Berkeley Unified School District (BUSD). Central to this partnership is the establishment of a Wellness Center at Berkeley High School22. This center is envisioned as a new space for students, providing an environment conducive to rejuvenation, connectivity, and well-being. This initiative falls under of Phase 2 of the Reimagining Public Safety’s Community Investments, with “Community Mental Health, Behavioral and Crisis Response” identified as a focal sub-category. In alignment with this vision, the City of Berkeley has allocated $175,000 for Fiscal Year 2023 and 2024 (totaling $350,000) to contract and cover the salary and benefits for a BHS Mental Health and Wellbeing Coordinator to oversee the Wellness Center. In addition, the City partially funds the MEET and Wellness Counselor at the Center (See Companion Appendix Q, pp. 3215-3239 for BUSD Contract and Scope of Services).

Key Accomplishments and Next Steps:

Considerations:
• Coordination with the Berkeley High School Health Center: The BHS Health Center, operated by the mental health and public health divisions of HHCS, continues to provide first aid, mental health, youth development, and reproductive and sexual health services to students on campus. As Wellness Center services are largely preventive in nature, and Wellness Center and Health Center staff will coordinate as needed to support the unique needs of students.

Ongoing Timeline:
• Fall 2023 – ongoing: BUSD will submit a project evaluation plan to HHCS. Evaluation #1 will be delivered to HHCS July 2024.

22 https://sites.google.com/berkeley.net/bhswellness/bhs-mental-health-resources RPS Phase Timeline Milestone
Phase 2
(2022-2024)

July 2023 Mental Health Wellness Coordinator Hired.

August 2023 Wellness Center Refurbishing and Soft Opening.

August 2023 –
ongoing

BUSD - HHCS Collaboration Meeting.

Outreach activities to introduce MHW Coordinator to BUSD staff, students, and parents (as appropriate).

Preliminary Wellness Center activity and services offered Anticipated
November 2023 BUSD submits project evaluation plan to HHCS.

Anticipated
July 2024
Evaluation #1 due to HHCS (for the period of June 26, July 15, 2024 2023 - June 30, 2024).

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RESPITE FROM GENDER VIOLENCE

RESPITE FROM GENDER VIOLENCE
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:

The Health, Housing, and Community Services (HHCS) Department has initiated a strategic effort to conduct a systems analysis concerning respite from gender violence and its intersections with other pertinent crisis response systems. The purpose is to increase the community’s knowledge about respite resources, understand their strengths and challenges, and to identify gaps that can be addressed. To facilitate this, a temporary Community Services Specialist II was hired in August 2023 to lead the process. Additional resources will be identified to fill service gaps.

Key Accomplishments and Next Steps:

Considerations:
• Community Collaboration: Prioritizing insights from community partners ensure that the policy evolution remains responsive to the lived experience, policy needs, and priorities of survivor communities.

Ongoing Timeline:
• Fall 2023 – ongoing: The Health, Housing, and Community Services Department anticipates continuing research and evaluation to identify resources available based on the needs of the community.

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

August 2023 Temporary Community Services Specialist II hired.

October –
November 2023
Preliminary steps of research to identify resources available at the local, state, and federal level.

Anticipated
Fall 2023 –
ongoing
Continued research and evaluation to identify resources available based on the needs of the community.

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LANGUAGE EQUITY

LANGUAGE EQUITY
Department Lead: City Manager’s Office
Status Update: To Be Initiated (FY 23 carryover request to AAO#1) Overview:

In Phase 2 of the Reimagining Public Safety initiative, the City Council allocated a budget of $15,000 for Fiscal Year 2023 to support the publication of victim resources in plain language and multiple languages.

This strategic investment is aimed at expanding accessibility and ensuring that vital information and support services are readily available to all members of the community, including those with limited English proficiency, non-English speakers, and individuals with low-literacy levels. This initiative directly aligns with the recommendations outlined in the Reimagining Public Safety Task Force Report (See Companion Appendix A, pp. 938-941 for Reimagining Public Safety Task Force Report).

Unspent funds ($15,000) from Fiscal Year 2023 have been requested for carryover to FY 2024 as part of AA0#1. The Assistant to the City Manager, serving as the Reimagining Public Safety project manager will coordinate with the Health Housing and Community Services Department, specifically, their newly appointed Community Services Specialist II who is focusing on respite from gender violence work.

Key Accomplishments and Next Steps:

Ongoing Timeline:
• Fall 2023 – ongoing: The team anticipates continuing research and evaluation to identify resources available based on the needs of the community. As the City progresses in this phase, the team will coordinate to identify usage for language equity funds.

RPS Phase Timeline Milestone
Phase 2
(2022-2024)

August 2023 Assistant to the City Manager and temporary Community Services Specialist II hired.

October –
November 2023
Preliminary steps of research to identify resources available at the local, state, and federal level.

Anticipated
Fall 2023 –
ongoing
Continued research and evaluation to identify resources available based on the needs of the community; coordination to identify usage for language equity funds.

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APPENDIX B
Updated RPS Coordination Plan

APPENDIX B

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Internal

City Manager’s Office
Reimagining Public Safety Coordination Plan

APPENDIX B

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Internal
Reimagining Public Safety

RPS Coordination Plan | Page 2

TABLE OF CONTENTS
1 Executive Summary ................................ ................................ ................................ ............ 3 2 Introduction ................................ ................................ ................................ ....................... 4

2.1 Objective of the Reimagining Public Safety Initiative Coordination Plan ................................ ........ 4

2.2 Drivers, Problems to be Solved, and Communities Impacted................................ ......................... 4

2.3 Purpose and Value to Organization ................................ ................................ .............................. 5 3 Reimagining Public Safety Team ................................ ................................ ......................... 6 4 Deliverables and Tasks ................................ ................................ ................................ ....... 7 5 Assumptions and Constraints................................ ................................ .............................. 8 6 Project Budget ................................ ................................ ................................ .................... 9

6.1 Reporting Process, Frequency, and Deadlines................................ ................................ ............... 9

APPENDIX B

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Reimagining Public Safety

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1 Executive Summary
Introduction: The Reimagining Public Safety (RPS) initiative is a groundbreaking effort by the City of Berkeley to transform its approach to public safety. The initiative aims to build a safe, equitable, and thriving community through a redefined, multidisciplinary approach to public safety.

Justification: The RPS initiative aims to achieve a transformative approach to public safety, improving community well-being and potentially reducing long-term costs. The expected outcome includes not just policy adjustments but also broad, systemic change.

Objectives: To fulfill1 the task activities and deliverables outlined within the Mayor and Councils recommendations and phased approach regarding Reimagining Public Safety:

1. Refer up to $5.3 Million to the FY 2023-2024 Budget Process for staff and/or consulting services and community investments to complete the Priority Reimagining Public Safety Initiatives listed in Attachment 1, Section A to the report

2. Direct the City Manager to prioritize over the next two years the programmatic recommendations for Phase 1 of Reimagining Implementation listed in Attachment 1, Section B to the report.

3. Direct the City Manager to initiate a design process for an innovative and comprehensive public safety agency or Department of Community Safety within the City of Berkeley administration, as outlined in Attachment 1, Section C to the report, and return with recommendations to the City Council by May 2024 to align with the FY 25-26 Biennial Budget process.

4. Except where resources may allow for expedited implementation, refer additional reforms to the FY 2025- 2026 Biennial Budget as outlined in Attachment 1, Section D to the report.

Scope: The initiative encompasses a breadth of fields including, but not limited to, law enforcement, health, housing and community services, dispatch analysis and coordination with our fire teams, and public works.

It will focus on collaborative, proactive, and problem-solving approaches that align with the mission and values of our City and Reimagining Public Safety efforts.

Purpose of the Coordination Plan: This coordination plan is aims to integrate the Assistant to the City Manager, serving as the Reimagining Public Safety Project Coordinator, into the RPS Team and establish a framework for collaborating. Designated City Departments (CMO, HHCS, Police, Fire, Public Works), who have been spearheading this initiative forward, will continue to serve as leads for respective Reimagining Public Safety deliverables. The Assistant to the City Manager will serve as the RPS project coordinator and work collaboratively alongside Departments to catalog and report-out RPS project progress.

Timeline: This timeline will follow the 2020-2026 phased approach outlined here.

Budget and Resources: A budget of up to $5.3 million has been referred for the FY 2023-2024 Budget Process. Staff and/or consulting services will be engaged for implementing deliverables.

Next Steps: This coordination plan is a dynamic document and may be updated as needed. Upon formal approval of this plan, we will make every effort to execute the plans and activities outlined herein.

1 Unless otherwise amended.

APPENDIX B

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2 Introduction

2.1 Objective of the Reimagining Public Safety Initiative Coordination Plan The primary objective of this Coordination Plan is to articulate the integration of project coordinator responsibilities within the broader context of leaders and teams committed to propelling the Reimagining Public Safety (RPS) initiative forward. Given the dynamic nature of the RPS initiative, the coordination plan is inherently a living document, adaptable to the evolving needs of the team. It establishes a framework for reporting on the progress of various deliverables and sub-deliverables associated with the Reimagining Public Safety initiative (RPS) being implemented across the City of Berkeley. The Assistant to the City Manager – RPS Project Coordinator’s role will primarily involve cataloging ongoing work, managing information flow, and ensuring that the key stakeholders are informed of RPS developments and progress.

2.2 Drivers, Problems to be Solved, and Communities Impacted In striving to reimagine public safety, Berkeley’s efforts encompass a balanced distribution of resources, reassessment of policing responsibilities, strategic community investments, and the design of a holistic approach to safety. This approach seeks to offer a balanced model for addressing public safety while also attending to various community needs.

Drivers & Motivators Problems to be Solved Communities Impacted • Community Well-
being
• Public Trust
• Equity and Inclusion
• Legislative
Momentum
• Resource
Optimization
• Fiscal Responsibility
• Compliance and
Accountability
• Resilience and
Preparedness
• Technological
Advances
• Addressing Historical
Inequities
• Scope and Range of Police
Responsibilities
• Community Investment Gap
• Resource Allocation
• Public Perception and Trust
• Data and Reporting
• Diverse Population
Dynamics
• Community Call Responses
• Holistic Safety and Well-
being Approach
• Sustainability
• City of Berkeley Residents
o Communities of Color
o Low Income Communities
o LGBTQIA+ Communities
o Justice-Impacted Communities
o Mental Health & Substance Use Communities
o Youth & Students
o Immigrant Communities
o Justice-Impacted Communities
• Community Based Organizations
• Government Officials
o City Departments: CMO, Fire, Police, HHCS,
Public Works, HR, IT, Finance
o Council Committees: Public Safety Policy
Committee, FITES Committee, Health, Life
Enrichment, Equity & Community Committee,
Budget & Finance Policy Committee
o Boards & Commissions: Mental Health
Commission, Public Safety Policy Committee,
Police Accountability Board, RPS Taskforce

APPENDIX B

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Internal
Reimagining Public Safety

RPS Coordination Plan | Page 5

2.3 Purpose and Value to Organization
The purpose of the Reimagining Public Safety Initiative in the City of Berkeley is to develop a more equitable, holistic, and community-centered approach to public safety. By reassessing and restructuring traditional models, we aim to address systemic inequities, increase community trust, and efficiently allocate resources for the well-being of all residents. This initiative not only seeks to enhance the city’s public safety and community engagement, but also positions Berkeley as a potential model for innovative, comprehensive, and inclusive public safety strategies nationwide. Reimagining Public Safety Principles, Commitments, and Objectives
Guiding Principle Commitment

REIMAGINE
Redesign public safety
from a traditional Police
Department to one that
is focused on the diverse
needs of the community
it serves.

A transformative approach to community-centered safety and reducing the scope of policing, by re-defining our understanding of safety to be holistic and focus not just on crime prevention but health, wellness, and economic security for all of our residents. While the focus has been on reducing the footprint of policing, we recognize that police play a critical role in our society, and we must determine the right size, focus and function of our Police Department to prevent and respond to crime, while exploring alternative response models and upstream investments in social services to create a healthy, safe and equitable community.

Reimagining health and safety, considering allocating resources towards a more holistic approach - one that shifts resources away from policing towards health, education and social services, and is able to meet crises with a variety of appropriate responses.

Identifying alternatives to policing and enforcement to reduce conflict, harm, and institutionalization , introduce alternative and restorative justice models, and reduce or eliminate use of fines and incarceration.

IMPROVE
Improve the City of
Berkeley’s public safety
system for residents and
communities that have
experienced the greatest
harm from the existing
public safety model.

A broad, inclusive community process that will result in deep and lasting change to support safety and wellbeing for all Berkeley residents.

Determining the appropriate response to community calls for help including size, scope of operation and powers and duties of a well-trained police department.

Supporting police by freeing them to focus on what they do best: respond to and investigate crimes.

REINVEST
Increase equitable
investment in vulnerable
communities and for
those who have been
historically marginalized.

Equitable investment in the essential conditions of a safe and healthy community , especially for those who have been historically marginalized and have experienced disinvestment.

Providing meaningful safety, continuing critical health and social services, and committing to, and investing in, a new, positive, equitable and community-centered approach to health and safety that is affordable and sustainable.

Ensuring an appropriately staffed and deployed Police Department while reducing the impact of Police expenditures to the General Fund; Investing in a suite of alternative response services and a sophisticated dispatch system to deploy the most appropriate emergency response in a cost-effective manner.

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Internal
Reimagining Public Safety

RPS Coordination Plan | Page 6
3 Reimagining Public Safety Team
The Reimagining Public Safety Team has undertaken the substantial task of reshaping the city’s approach to public safety, following the City Council’s adoption of the July 2020 omnibus motion. This initiative, as noted in the City Manager’s report, represents a collective effort, drawing together city departments, community stakeholders, field experts, and the dedicated Reimagining Public Safety Task Force to collaboratively design a new public safety paradigm.

In Phase 1 (2020-2022), the City Manager, leadership team, and city staff actively engaged in comprehensive consultations and strategic planning sessions; their efforts, focused on ensuring that the initiatives underway are well-aligned with both the community’s needs and the city council’s directives, set the stage leading into Phase 2 (2022-2024).

The table below offers an overview of the Reimagining Public Safety Team’s structure for Phase 2, acknowledging the individuals and their collaborative work2. It is crucial to emphasize that this initiative is a city-wide effort, reliant on the active involvement of a variety of city staff and community-based subject matter experts throughout its phased implementation. This team is uniquely situated to continue accomplishing this work. Their dedication, passion and leadership around this work is truly exceptional.

Department RPS Team
City Manager’s Office (CMO)
Dee Williams Ridley City Manager
LaTanya Bellow Deputy City Manager
Anne Cardwell Deputy City Manager
Rex Brown DEI Officer
Carianna Arredondo Assistant to the City Manager
Reimagining Public Safety Project Coordinator
Health Housing and
Community Services (HHCS)
Scott Gilman (Interim) Interim Director, Health Housing and Community Services
Katherine Hawn Senior Management Analyst, HHCS
RPS Team Lead Representative (HHCS)
Police
Chief Jennifer Louis Chief of Police
Lt. Matthew McGee Lieutenant, Police
RPS Team Lead Representative (Police)
Fire
Chief David Sprague Chief of Fire
Shanalee Gallagher Program Manager, Fire
RPS Team Lead Representative (Fire)
Public Works
Terrance Davis Director, Public Works
RPS Team Lead Representative (Public Works)
Wahid Amiri Deputy Director, Public Works Transportation Div.

2 As noted in the Executive Summary, this coordination plan is aims to integrate the Assistant to the City Manager, serving as the Reimagining Public Safety Project Coordinator, into the RPS Team and establish a framework for collaborating. Designated City Departments (CMO, HHCS, Police, Fire, Public Works), who have been spearheading this initiative forward, will continue to serve as leads for respective Reimagining Public Safety deliverables. The Assistant to the City Manager will serve as the RPS project coordinator and work collaboratively alongside Departments to catalog and report-out RPS project progress.

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Reimagining Public Safety

RPS Coordination Plan | Page 7
RPS Team Lead Representative (Public Works)
City Attorney’s Office (CAO) Brendan Darrow Assistant City Attorney City Attorney’s Office (CAO) Emile Durette Assistant to the City Attorney RPS Team Lead Representative (City Attorney’s Office)

4 Deliverables and Tasks
At the time of this coordination plan’s creation, the Reimagining Public Safety initiative has already been set into motion. City departments, each taking steps in line with their specific mandates and responsibility, are continuing to move forward in their efforts to support this initiative. Department Heads and the designated RPS Team leads will collaborate with the Assistant to the City Manager serving as the RPS project coordinator in identifying and cataloging work that has already been completed, work that is in progress, and future tasks that still require action. This consolidated view will enable effective resource allocation, risk management, and strategic planning, thus ensuring the deliverables are executed in a timely and effective manner.

Department Deliverable
City Manager’s Office (CMO)
Phase 1 • Community Engagement Process
Phase 2
• Asst. To City Manager – RPS Project Coordinator
• DEI Officer & Asst to DEI Officer
• Grant Assistance
• Department of Community/Public Safety Design
• Fines/Fees Analysis
• Ceasefire Analysis, Design & (early) Implementation
Phase 3 • Ceasefire Implementation
• Launch Universal Basic Income Pilot
Health Housing and
Community Services (HHCS)
Phase 1 • Specialized Care Unit Design
• Bridge Services
Phase 2
• Specialized Care Unit Implementation
• Respite from Gender Violence
• Needs and Capacity Assessment
• Violence Prevention and Youth Services
• Youth Peers Mental Health Response
Phase 3 • Specialized Care Unit Expansion
Police
Phase 1 • Fair and Impartial Policing
Phase 2
• Fair & Impartial Policing
• Beat Study & Staffing Assessment
• Wellness Funding -- CIS Contract & PST
• Staffing – Community Service Officers & Dispatchers
Phase 3 • BPD Budget & Staffing Update
Fire
Phase 1 • Dispatch Analysis Study Design
Phase 2 • Dispatch Analysis Study Implementation
Phase 3 • Dispatch Redesign Application
Public Works Phase 1 • BerkDOT Design

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Internal
Reimagining Public Safety

RPS Coordination Plan | Page 8
Phase 2
• BerkDOT Analysis & Implementation
• Associate Planner for Vision Zero Collision Analysis
• Expand Downtown Streets Teams
• Hearing Officers Alternatives to Sanctions/Fines
Phase 3 • BerkDOT Implementation
• Implementation of Public Safety Department

5 Assumptions and Constraints
In planning and executing the Reimagining Public Safety initiative, it’s crucial to identify the underlying assumptions that guide our strategies, as well as the constraints that may limit our options. This section outlines these assumptions and constraints to provide a structured framework for decision-making, risk management, and effective project implementation on an inter-departmental level.

Assumption/Constraint Description Example Detail
Funding
Adequate financial resources will be available for
implementing various aspects of the project. Budget allocation, grants, etc.

Limited funds may restrict the extent of changes or
pace implementation.

Budget caps, competing
priorities.

Community Support
There is strong community support and engagement in
the reimagining process.

Community meetings,
surveys, etc.

Resistance or opposition from certain community
groups may slow down the project’s pace.

Public protests, negative
media attention.

Legislative Framework
Necessary changes in local and state laws will be made
to facilitate project goals.

Policy adjustments for
unarmed enforcement.

Existing laws may limit the types of changes that can
be implemented immediately.

State laws on unarmed
enforcement.

Staff Recruitment/Retention
Required staff positions will be filled timely and will remain stable throughout the project.

Assistant City Managers,
Vision Zero Coordinator, etc.

Constraints on hiring or retaining the specialized staff required for the project.

Recruitment challenges,
staffing shortages, causing
delay.

High attrition rates.

Hiring and training can take
up to a year due to added
measures in this specialty.

Technology
Technology platforms will effectively support new
dispatch and response models.

Software for prioritized
dispatch.

Technological limitations may constrain the speed or
effectiveness of new systems or models. Outdated systems, interoperability issues,
extended timelines.

Request for Proposals is often a 6-month process.

Actual implementation of new systems could take up to
two years.

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Internal
Reimagining Public Safety

RPS Coordination Plan | Page 9
6 Project Budget
A budget allocation of up to $5.3 million3 has been designated for Fiscal Year 2023-2024. Together with additional grants, the total funding for the Reimagining Public Safety Initiative exceeds approximately $9 million. Developed based on recommendations from the City Manager, Mayor, and City Council the budget serves as a financial blueprint for responsibly allocating resources and achieving the initiative’s objectives. For optimized tracking and reporting, we’ve established a simple process that involves multiple stakeholders.

6.1 Reporting Process, Frequency, and Deadlines
The given the dynamic nature of the Reimagining Public Safety work, the team will continue to collaborate on identifying and improving best practices for budget process. RPS Project Leads will be responsible for sharing the following information for respective RPS-related deliverables:

Type of Expense Tracking Information
For Contracted Items • Vendor Name
• Contract # (if applicable)
• Budget COA
For Staffing Positions • Position Filled (Y/N)
• Job Description/Posting Link

Considering the RPS work is funded by the city across FY 2023 and FY 2024, a quarterly reporting cadence is most effective.

By adhering to these guidelines and protocols, we aim to maintain rigorous control and agility while effectively making meaningful progress on the Reimagining Public Safety Initiative.

3 Subject to change based on bi-annual budget review process and recommendations.

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APPENDIX C
Amended Contract for Grant Assistance

APPENDIX C

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Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/manager

CONSENT CALENDAR
March 26, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Scott Ferris, Director, Parks Recreation & Waterfront Subject: Contract No. 32400015 Amendment: California Consulting for on-call grant writing services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute an amendment to Contract No. 32400015 with California Consulting, Inc. for on-call grant writing services to increase the contract amount by $303,000 for a new not-to-exceed amount of $350,000 and extend the contract term to June 30, 2026.

FISCAL IMPACTS OF RECOMMENDATION
This on-call contract has spent almost 95% of the currently authorized not-to-exceed amount of $47,000. A contract amendment in the amount of $303,000 for this on-call contract will come from the following funding sources: Reimagining Public Safety General Fund allocation ($153,000), Fire Department Measure FF allocation ($100,000), and a Parks Tax allocation ($50,000).

CURRENT SITUATION AND ITS EFFECTS
On November 15, 2021, the Bipartisan Infrastructure Law (BIL) enacted the Infrastructure Investment and Jobs Act by congress, which set up a wide variety of competitive grant programs for public agencies. These grant programs will fund billions in infrastructure projects and public safety programs across the U.S. over the next several years. Examples of upcoming grant programs for the Reimagining Public Safety Initiative will include, but are not limited to Crisis Intervention programs, public safety equipment and technology, Diversity, Equity, and Inclusion programs, Gender and Domestic violence prevention programs, and Law Enforcement Mental Health and Wellness Act (LEMHWA) programs; examples of upcoming grant programs for the Berkeley Fire Department will include, but are not limited to fire prevention and safety FEMA grants, community wildfire prevention and mitigation projects, and urban and community forestry management grants; and examples of upcoming Parks infrastructure projects will include, but are not limited to hazardous soil remediation projects, parks improvement projects, and sea-level rise adaptation and habitat projects. Several City departments have a need for grant writing services to compete for these funding programs. A contract amendment with California Consulting, Inc.

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Amendment to Contract No. 32400015 (California Consulting, Inc.) CONSENT CALENDAR March 26, 2024

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will provide the City with high quality grant writing services to compete for these upcoming grant programs.

BACKGROUND
On July 27, 2023, the City executed contract no. 32400015 with California Consulting, Inc. for on-call grant writing services in an amount not to exceed $47,000 for the period of July 20, 2023 through July 20, 2024. For over twenty-seven years, California Consulting has provided grant writing services to cities, school districts, and other public entities throughout California. In the past five years, California Consulting has provided grant-writing assistance to the City of Berkeley for thirteen (13) competitive grants. To- date, the City has received four grant awards totaling $12.9 million, two were not awarded, and we will learn about another seven (7) grant award decisions in the next three to six months. A contract amendment with California Consulting will provide the City with the necessary capacity to submit competitive grant proposals as Notice of Funding Opportunities (NOFO’s) for grant programs are announced over the next two fiscal years.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no negative impacts to environmental sustainability and climate change associated with the contents of this report.

RATIONALE FOR RECOMMENDATION
In the past five years, California Consulting has provided grant-writing assistance to the City of Berkeley for thirteen (13) competitive grants. To-date, the City has received four grant awards totaling $12.9 million, two were not awarded, and we will learn about seven (7) grant award decisions in the next three to six months. California Consulting has a team of highly-qualified grant writers that will provide the City with the necessary capacity to submit competitive grant proposals as Notice of Funding Opportunities (NOFO’s) for grant programs are announced over the next two fiscal years.

ALTERNATIVE ACTIONS CONSIDERED
None

CONTACT PERSON
Scott Ferris, Director, Parks Recreation & Waterfront, (510) 981-6700 David Sprague, Fire Chief, (510) 981-6903
Jen Louis, Police Chief, (510) 981-5900
Carianna Arredondo, Assistant to the City Manager, City Manager’s Office, 510-981- 7655
Attachments:
1: Resolution

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RESOLUTION NO. ##,###-N.S.

AMENDMENT TO CONTRACT NO. 32400015 WITH CALIFORNIA CONSULTING, Inc.

FOR ON-CALL GRANT WRITING SERVICES
WHEREAS, on November 15, 2021, the Bipartisan Infrastructure Law (BIL) enacted the Infrastructure Investment and Jobs Act by congress, which set up a wide variety of competitive grant programs for public agencies. These grant programs will fund billions in infrastructure projects and public safety programs across the U.S. over the next several years; and
WHEREAS, on July 27, 2023, the City executed contract no. 32400015 with California Consulting, Inc. for on-call grant writing services in an amount not to exceed $47,000 for the period of July 20, 2023 through July 20, 2024; and
WHEREAS, for over twenty-seven years, California Consulting has provided grant writing services to cities, school districts, and other public entities throughout California; and
WHEREAS, in the past five years, California Consulting has provided grant-writing assistance to the City of Berkeley for thirteen (13) competitive capital improvement grants. To-date, the City has received four grant awards totaling $12.9 million, two were not awarded, and we will learn about seven (7) grant award decisions in the next three to six months.

WHEREAS, funding for this contract amendment in the amount of $303,000 will come from the following funding sources: Reimagining Public Safety General Fund allocation ($153,000), Fire Department Measure FF allocation ($100,000), and a Parks Tax allocation ($50,000).

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute an amendment to Contract No. 32400015 with California Consulting, Inc. for grant writing services increasing the amount by $303,000 for a revised contract amount not-to-exceed $350,000, and extending the contract to June 30, 2026. A record signature copy of said contract will be on file in the Office of the City Clerk.

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APPENDIX D
Berkeley Police Department Annual Report

APPENDIX D

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2180 Milvia Street, Berkeley, CA 94704 Tel: 510.981.7000 TDD: 510.981.6903 Fax: 510.981-7099 E-mail: [email protected]
Office of the City Manager

WORKSESSION
March 12, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Jennifer Louis, Chief of Police
Subject: 2023 Berkeley Police Department Annual Report

INTRODUCTION
At the request of City Council, the City Manager provides regular reports on crime in Berkeley. The Berkeley Police Department Annual Report details 2023 year-end crime, collision, stop data and use of force data. This annual report also serves to provide a number of status updates on Council referral items, department initiatives and legislative mandates.

CURRENT SITUATION AND ITS EFFECTS
The mission of the Berkeley Police Department is to safeguard our diverse community through proactive law enforcement and problem solving, treating all people with dignity and respect. The Department works in service to the community and in partnership with the community, the Office of the Director of Police Accountability and the Police Accountability Board, as well as other City Departments and our regional partners.

The Berkeley Police Department understands the importance of partnering with the community and maintaining accountability. We are committed to being transparent about our policies and actions, to sharing data and information, and welcoming suggestions on enhancing our service quality as we safeguard our community. To help achieve that goal, the Department launched our Transparency Hub. That hub gives the public an accessible platform to analyze critical data and insights related to policing activities, calls for service, crimes, traffic safety, and community engagement. It can be accessed at bit.ly/bpd-transparency and provides near-real-time, area-specific data directly to our community.

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2 To further support our public safety efforts and collaboration with stakeholders and our commitment to transparency and accountability, the Department has expanded the annual crime report to provide a more comprehensive annual report which is attached here and will be presented to Council during the Special Meeting on March 12, 2024.

This report will cover a range of topics beyond the traditional reporting on crime and collision data. It will include reporting on staffing levels, specific information on call volume, type and response, efforts related to fair and impartial policing initiatives, crime and public safety problem solving responses, as well as other important departmental efforts.

ENVIRONMENTAL SUSTAINABILITY
There are no identifiable environmental effects, climate impacts, or sustainability opportunities associated with the subject of this report.

FISCAL IMPLICATIONS
Specific fiscal implications related to items referred to within this report are addressed in the biennial budget process. Additional information of costs can be provided as needed.

CONTACT PERSON
Chief Jennifer Louis, Police Department, (510) 981-5700 Data and Policy Analyst Arlo Malmberg, Police Department (510) 981-5747

ATTACHMENT

1. 2023 Berkeley Police Department Annual Report

cc: Dee Williams-Ridley, City Manager
LaTanya Bellow, Deputy City Manager
Anne Cardwell, Deputy City Manager
Jennifer Louis, Chief of Police
Mark Numainville, City Clerk

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Internal
I

2023 Berkeley Police
Department Annual
Report
March 12, 2024

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2023 Berkeley Police Department Annual Report
1 Contents
Introduction .................................................................................................................................... 2 Staff
ing & Workload ........................................................................................................................ 4 Staffing ........................................................................................................................................ 4 W
orkload / Calls for Service ........................................................................................................ 7 Workload Metrics ...................................................................................................................... 10 Department Initiatives .............................................................................................................. 11 What We’ve Done ................................................................................................................. 11 How We’re Doing................................................................................................................... 13 What’s Next ........................................................................................................................... 16 Crime & Investigations .................................................................................................................. 18 Crime Data ................................................................................................................................. 18 Part One Crimes ..................................................................................................................... 19 Crime Categories of Interest .................................................................................................. 20 Department Initiatives .............................................................................................................. 23 What We’ve Done ................................................................................................................. 23 How We’re Doing................................................................................................................... 25 What’s Next ........................................................................................................................... 27 Road Safety & Collisions ............................................................................................................... 29 Collision Data ............................................................................................................................. 29 Department Initiatives .............................................................................................................. 31 What We’ve Done ................................................................................................................. 31 How We’re Doing................................................................................................................... 32 What’s Next ........................................................................................................................... 33 Accountability: Stops & Use of Force............................................................................................ 34 Stop Data Report ....................................................................................................................... 34 Use of Force Report ................................................................................................................... 38 Audits & Oversight ........................................................................................................................ 41 City Auditor Reports .................................................................................................................. 42 Fair and Impartial Policing Recommendations ......................................................................... 42

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2023 Berkeley Police Department Annual Report
2 Introduction
In presenting the Berkeley Police Department's annual report, we reaffirm our enduring mission, embrace our vision for the future, and recommit to our core values. These principles guide our daily operations and strategic planning, ensuring that we serve our community with the utmost integrity, respect, and dedication.

Mission: United in service, our mission is to safeguard our diverse community through pro
active law enforcement and problem solving, treating all people with dignity and respect.

Vision: The Berkeley Police Department will be a team of leaders at every level. We will foster str
ong relationships with our community, inspiring trust through our service, building on our historic tradition of progressive policing, and dedicated to the safety of all.

Values: Service is our calling. As members of this community, the Berkeley Police Department team is committed to proactive law enforcement and problem solving, holding these as our core values:
• Integr
ity: We are ethical, fair, and trustworthy in all we do. • Safety: We strive to keep our community and each other safe. • Resp
ect: We fulfill our duties with dignity, compassion, and empathy. • Diversity: We value the strength of a diverse workplace and community. We endeavor to reflect the community we serve, promoting inclusion and fairness. • Professionalism: We commit to organizational excellence through progressive training, positive attitude, and superior performance.

Command Staff began the year by strategically assessing the key challenges and opportunities facing the department. We sought to align our priorities with the needs of the community, the concerns of the Council, and the principles named above. Guided by this analysis, we focused on three priorities for 2023:

Recruitment and Retention: Our priority is attracting and retaining staff who align with our core principles. We are proud of our diverse team that shares our community's values and commitment to service.

Proactivity and Problem Solving: Crime prevention and long-term problem solving is a major focus for us. That's why we emphasize being proactive, using data to spot potential issues early and working with the community to find solutions before problems escalate.

Internal Communication: This year we recommitted ourselves to clear, consistent communication so every member of our department feels informed, understands what's expected, and has the resources they need to do their jobs well.

These priorities are reflected in the work completed in 2023 and detailed below. To that end, the value of this report is multifold. To the Council, it offers a transparent, measurable account of our stewardship of public trust and resources, while also highlighting how our strategies align

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2023 Berkeley Police Department Annual Report
3 with and complement the work of the Office of the Director of Police Accountability and the Police Accountability Board. To the community, it underscores our unwavering commitment to public safety and service, demonstrating our efforts in connecting with and uplifting the Reimagining Public Safety initiative and Fair and Impartial Policing principles. To our department, it provides a foundation for continuous improvement and a benchmark for the pursuit of excellence as we move into 2024.

As we present this annual report we invite our community and its representatives to reflect on our shared achievements, to engage with us in addressing the challenges ahead, and to contribute to the evolution of our service to better suit the needs of all those we are privileged to serve.

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2023 Berkeley Police Department Annual Report
4 Staffing & Workload
Despite a high workload, our department has sought to enhance efficiency and service quality.

Through innovative recruitment and retention strategies, community engagement, and performance analytics, we have continued to strengthen our operational effectiveness. Our ongoing commitment to strategic analysis and accountability ensures sustained care and excellence in our service to the community.

Staffing
Current Levels
As of 2/7/24, we are staffed at 151 police officers, well below our current authorized staffing level of 181 sworn personnel. Two of those positions are held by recruit officers who are currently in the academy, and 5 are in field training and will not reach solo officer status until June 2024. Twenty four of the 151 officers are eligible to retire, and at least half of these 24 have stated an intent to retire over the course of 2024.

Berkeley Police Department currently is authorized 36 dispatch positions and is currently staffed with 23 dispatchers and 4 dispatch supervisors. There are currently 2 dispatchers and 0 supervisors that are eligible to retire. The Communications Center is supported by several per diem and other dispatch-qualified employees who alleviate some of the strain of understaffing.

We are also in the process of hiring additional Community Service Officers (CSO). We are authorized 29 CSOs and are currently staffed with 25. For the last several years we were authorized 22 CSOs but 6 CSOs and 1 CSO Supervisor were added to the Fiscal Year 2023 budget as a recommendation stemming from the reimagining public safety process. Conceptually, the additional CSOs will be trained to respond to lower priority calls and bridge the gap between sworn and professional personnel performing a variety of tasks that would have traditionally fallen to a sworn officer. Community outreach and engagement will be part of the work of CSOs as well. Staff has encountered difficulty identifying the scope of necessary training and attracting existing CSOs to this developing position since it was only funded on a limited three-

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2023 Berkeley Police Department Annual Report
5 year term in the FY 2023 budget. The Department is committed to supporting this reimagining public safety goal and will continue work to develop this program.

Recruitment and Retention Strategies
The Berkeley Police Department prides itself on rigorous evaluation of police officer applicants, as well as hiring and training some of the profession’s best officers who exemplify the department’s overall mission as well as the values of our diverse and vibrant City. Beyond the expectations to successfully complete training and education requirements, the department demands that officers hold themselves to a departmental culture of integrity, respect, and professionalism. The Department continues to actively recruit and work with Human Resources to facilitate open and continuous recruitments to reach full staffing of police officers, dispatchers and other critical positions in the department.

Recruitment and Retention Team
To help address the challenges associated with hiring, in 2022 the department committed to the creation of a Recruitment and Retention Team. That team is comprised of officers and dispatchers who work with
Personnel and Training on a
part-time basis to attend job
fairs, work on our social media
outreach, respond to applicants
who submit interest cards, and
facilitate ride-alongs with
officers and sit-alongs with
dispatchers. In 2023, the
Recruitment and Retention
Team attended 111 events,
corresponded with 2,600
potential applicants, and
ultimately funneled 8 recruits into the academy and 4 Lateral officers into the Field Training Program. They also helped to hire 7 Public Safety Dispatchers.

Recruitment Incentives
In 2022, the department introduced the Recruitment and Retention Incentive Program, approved by City Council, to enhance our recruitment strategy and strengthen community ties.

This initiative allowed all city employees to refer potential candidates, significantly increasing our recruiter base and ensuring that we are attracting candidates familiar with the community.

In that way, this initiative supports our efforts to hire individuals who understand and embody Berkeley's deeply rooted values. The incentive program also boosted hiring bonuses for applicants, with 19 applicants qualifying for the incentive in 2023.

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2023 Berkeley Police Department Annual Report
6 Wellness
In 2023, BPD received Collaborative Reform Assistance through the COPS Office, which funded in-person financial wellness training to all employees. This also provided future virtual training for 30 new employees as they are hired. The department used funding from the BSCC Officer Wellness Grant to contract with the West Coast Post Trauma Retreat to provide confidential immersive assistance to employees to work through traumatic experiences and build resilience.

We also used this funding to provide two blocks of training from The Counseling Team International. The training was called First to Respond, Last to Seek Help and Mental Health Mayday, which further assisted officers navigating vicarious trauma and negative health impacts. The BSCC grant was also used to purchase a two-year contract to provide staff with a mobile wellness application called Light House. This application provides staff with anonymous access to health and wellness resources. We renewed our Public Safety Family Counseling Group contract, which supports our Peer Support Team through training and guidance. Their clinicians are essential to assisting with our response to critical incidents, facilitation of critical incident stress debriefs, and providing individual support to employees. BPD continued our partnership with O2X staff to provide nutrition, mental health, sleep and yoga workshops to employees. Our onsite strength and conditioning coach and athletic trainer both saw improved engagement with public safety personnel. Outdated fitness equipment was replaced, a new outdoor break area was created to provide staff an area to regroup and hold meetings outdoors. The BPD Wellness and Resilience Group along with BPD leadership will continue to look for ways to provide services and opportunities to enhance the overall well-being of BPD employees.

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2023 Berkeley Police Department Annual Report
7 Workload / Calls for Service
The Berkeley Police Department (BPD) is committed to providing timely and effective responses to calls for service from our community. This section of the annual report provides a detailed analysis of the calls for service we receive and the strategies we have employed to manage and respond to these calls efficiently and effectively.

Yearly
In 2023, the Berkeley Police Department received a total of 63,791 calls for service (CFS). This figure gives us a sense of the community's needs and the demand for police services.

The data shows a 2.3% increase in the volume of calls compared to the previous year (62,245 total in 2022), signaling a slow increase of call volumes towards pre-pandemic levels. Over the past 5 years, BPD has managed an average of 64,868 calls for service annually.

Monthly
The average number of calls for service per month in 2023 was 5,308.

There is a discernible pattern throughout the year with peaks in May and September, reaching up to 5,737 calls. This pattern is consistent with trends observed in recent years and provides insight into seasonal variations in the frequency of calls that we may expect to see in future years.

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8 Geography
Geographically, the distribution of calls for
service highlights areas of higher demand
within the city. In 2023, City Council District 4
registered the most calls of any council
district.

This geographical pattern has informed our
operational strategies, leading to adjustments
in police beats (more on our beat map below)
and resource allocation to ensure an
appropriate and timely response to
community needs.

Initial Call Type
When a dispatcher receives a call for service, they determine a call type, often a penal code type, using the information immediately available from the caller. An officer may arrive on scene and determine the nature of the incident is different than that of the initial call type.

Therefore, the call type data, along with priority level data (below), is useful as an indication of the information available to the call taker before an officer arrives on scene to investigate further. The most frequent non-officer-initiated call types in 2023 were:

Most Frequent Initial Call Types* 2019 2020 2021 2022 2023 Disturbance 6,833 5,578 5,493 5,450 5,378
Audible Alarm 4,207 3,405 3,671 4,007 4,231
Wireless 911 2,830 2,401 2,580 2,814 3,144
Welfare Check 3,020 2,559 2,693 2,679 2,736
Theft 2,864 2,852 2,101 2,187 2,312
*Non-officer-initiated calls; 5 most frequent in 2023

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9 The data for 2023 shows that the most frequent call types align with the patterns observed in recent years, offering insight into the
prevalent issues and concerns within the
community.

Priority Level
In 2023, nearly 50% of non-officer-initiated
calls for service were classified as Priority 1 or
Priority 2. These categories represent the
most urgent calls, requiring immediate police
response due to their potential threat to life,
safety, or property.

It is important to note that calls classified as
lower priority, such as Priority 3 or Priority 4, often involve serious matters that are considered 'cold,' meaning there is no immediate danger to life or property. These calls might include reports of past incidents where the suspect is no longer on the scene or situations that, while serious, do not require an urgent police response. BPD is dedicated to investigating and resolving these matters with the same level of professionalism and thoroughness as higher priority calls, as every call represents a significant concern for the community members involved.

Dispositions
The disposition of a call for service is selected by officers and dispatch from a predefined list and marks the conclusion of the incident. Due to the complexity and dynamic nature of police responses, a single call may result in multiple dispositions.

Dispositions of Interest* 2019 2020 2021 2022 2023
Case Report 10,141 8,819 8,948 10,318 11,247
RIPA Survey - 594* 1,489 1,379 1,118
Homeless-Related - - 1,275* 2,721 2,727
Mental-Health Related 1,573 1,133 1,840 2,912 3,109
*Non-officer-initiated calls; dispositions for RIPA and Homeless-Related started in 2020 and 2021, respectively.

The disposition data show s a notable increase in “Mental-Health Related” dispositions in 2022 (reflecting a change in reporting practice) and “Case Report” dispositions in 2023 (reflecting a rise in crime). “Homeless-Related” dispositions have rapidly increased since being tracked in 2021, while “RIPA Survey” dispositions (stops) have decreased since being tracked in 2020.

These trends reflect evolving community needs and the changing focus of police response efforts.

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10 Workload Metrics
The workload metrics below offer insights into the operational challenges and demands that BPD faces. As staffing levels grow at a slow pace in comparison to the increasing volume of calls for service, it is important to assess the impact on the workload of our officers and the quality of service provided to the community.

Calls per Officer per Shif t
One of the primary indicators of an officer's workload is the number of calls handled per shift.

Despite efforts to manage workload through backfilling shifts with overtime, officers addressed more calls per service per shift than in any year since 2019.

This trend is an indicator of the growing demands placed on our officers, highlighting the need for strategic planning and resource allocation to maintain high service standards.

Time on Scene per Call
Another crucial aspect of an officer's workload is the time spent on scene per call. This metric is influenced by various factors, including the nature of the call and the overall activity in the city at the time of the call.

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11 Despite the increase in calls per shift seen above, officers are dedicating more time on scene for each call. This trend reflects both the increasingly complex and demanding nature of the calls and our officers' commitment to providing thorough and quality service in response to each incident.

Department Initiatives
What We’ve Done
In the face of challenging staffing levels coupled with an increasing workload, the Berkeley Police Department (BPD) has proactively taken steps to prioritize our efforts and enhance organizational efficiency.

Department Priorities
In 2023, BPD identified and committed to three core priorities that guided our actions and decisions throughout the year: recruitment and retention, proactivity and problem solving, and internal communication. These priorities were carefully chosen to address the most pressing challenges and opportunities facing the department and thereby maximize the impact of our efforts
The deliberate focus on these three priorities in 2023 was instrumental in keeping the department on track amidst a myriad of challenges and decisions. By consistently revisiting and reflecting on these key areas, we strived to align critical and pivotal decisions made throughout the year with our overarching objectives and the needs of the community we serve. This strategic focus has streamlined our efforts and reinforced our commitment to excellence, innovation, and community engagement.

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12 Updated Beat Structure
Due to the dynamic nature of
crime patterns, service demands
and staffing levels, BPD recognized
the necessity to re-evaluate our
beat structure, which had been in
place for nearly a decade. Though
effective at its inception, the
previous 16-beat structure placed
a significant strain on our limited
patrol resources and intensified a
need for forced overtime.

In response to these challenges,
our Strategic Analysis Team
conducted a comprehensive analysis of calls for service volume, considering temporal and spatial factors. This data-driven approach culminated in the development of a more efficient 14-beat map, designed to achieve a better balance in workload distribution and service delivery across the city.

The transition to the new beat structure was implemented in April of 2023 by the Operations Division. This strategic shift not only addressed the immediate need for more manageable workloads and reduced reliance on overtime but also sets the stage for the generation of valuable data that will inform the ongoing sworn staffing study.

Early results suggest our efforts to achieve a more equitable workload distribution among officers have been successful. Nevertheless, we believe the addition of swing officers would significantly enhance the effectiveness of this new structure. This would provide the adaptability necessary to address unanticipated fluctuations in service demands.

As BPD continues to evaluate and improve its operations, we look forward to the analysis and recommendations from an impending comprehensive staffing assessment (detailed later in this report). That assessment will be invaluable as we make informed decisions about staffing levels and beat design.

Community Engagement
The limitations on officer resources puts greater emphasis on the importance of trusted relationships with our community. The Department’s community engagement efforts are of

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13 vital necessity to maintaining and
increasing an efficient workflow. The
Berkeley Police Department’s dedication
to community engagement and
connectedness was a primary focal point
in 2023. From monthly Coffee with a Cop
events, to numerous neighborhood
meetings, city sponsored special events
and strategic department Pop Up events,
the diverse community engagement
activities have initiated, deepened and
expanded police department
relationships with our community.

One program in particular which
highlights our ongoing relationship with
our community is the Law and Social
Justice pathway, a two-year criminal law
program at Berkeley High School. Now in
its 8th year, Law & Social Justice brings
professionals working within the criminal
justice system into contact with juniors
and seniors at Berkeley High. The BHS
students are introduced to police officers,
community service officers, dispatchers,
prosecutors, defense lawyers, judges,
probation officers, and parole officers,
both in the classroom and in the field. The
goal of the class is to introduce students
to careers while creating a place of
informed dialogue pertaining to the
criminal justice system. At the completion
of this school year the class will have
educated more than 680 students.

How We’re Doing
In our ongoing effort to provide
transparent and accountable policing,
BPD closely monitors a range of
performance metrics. These metrics serve
as indicators of our effectiveness and
Among the many opportunities offered by the Law
and Social Justice class at Berkeley High, ride-alongs
with Berkeley PD police officers stand out for their
profound impact on students. One student
recounted their experience with Officer Villaroel,
saying, "The most thrilling part about the ride along
was when we went code 3 with lights and sirens and
we started speeding down the street... I could just
feel the adrenaline going through me.” The student
went on to reflect “people either have good
experiences or bad experiences with cops and
depending on the experience you've had your
opinion on cops might change… being on that ride
alone makes me want to become a cop." This
firsthand experience not only highlights the
challenges and skills involved in policing but also
emphasizes the importance of understanding the
diverse perspectives people have towards law
enforcement.

Similarly, another student was moved by the
personal story of Officer Valle, noting, "he also told
us that [he] could have never imagined he would
become a police officer, because as a teenager he
had multiple unpleasant experiences with law
enforcement” Officer Valle ultimately “decide[d] that
he wanted to be the change in the system which
resulted in him doing some ride alongs, and then
going to the academy" Such stories are emblematic
of the transformative potential of the Law and Social
Justice pathway, bridging the gap between law
enforcement and the community by fostering
empathy, understanding, and dialogue.

Through these interactions and experiences, the Law
and Social Justice pathway not only educates but
also molds future leaders, thinkers, and change-
makers in our society, reinforcing the connection
between Berkeley PD and our community.

MOMENTS OF IMPACT

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14 efficiency and also offer insights into areas where we can improve. This section dives into key performance indicators including response times, time on scene by call type, and officer- initiated calls.

Response Times
Response time is a critical measure of our service to our community. BPD is committed to maintaining swift response times and ensuring that community members receive timely assistance in emergencies and other situations requiring police presence.

Below is a comparison of response
times to agencies in the region that
publish this data. Because every
agency defines priority levels
differently, we have included (where
available) the percentage of calls that each priority level represents for the corresponding agency.

Median Response Times, 2023
(minutes)
Level 1 (% of all
calls)
Level 2 Level 3 Level 4
Berkeley 7 (13%) 18 (37%) 51 (24%) 55 (22%)
San Francisco 9 (19%) 32 (30%) 105 (51%) -
Oakland 14 184 443 -
San Jose 7 (5%) 24 (42%) - -
Comparison cities chosen based on data availability and region Time on Scene by Call Type
The time our officers spend on the scene is indicative of the complexity of incidents and our commitment to thorough, community-centered policing. Below is a table of 5 types of calls for service and the resources that BPD allocated to those calls. Below the on-scene time is Our median response time for Priority 1 calls was 7
minutes, meeting or exceeding regional standards.

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15 measured from the time that the primary unit- that is, the officer responsible for managing the scene and initial investigation- arrives on scene until that officer is no longer working on the incident.

Median Time on Scene by Call Types of
Interest
Median Primary Unit On-Scene
Time
Avg.

Units/Call
Disturbance 17 minutes 1.9
Grand Theft 62 minutes 1.8
Robbery 116 minutes 5.3
Sexual Assault 194 minutes 2.0
Shooting 285 minutes 15.9
The call types listed above represent some of our most common (Disturbance, Grand Theft) and resource intensive (Robbery, Sexual Assault, Shooting) call types. Less severe calls like disturbances required less time on scene, while more serious crimes such as shootings demanded significantly more officer time and resources. This reflects the department's adaptive resource allocation intended to ensure that more critical situations receive the attention necessary for thorough investigation and community support.

Officer-Initiated Calls
Officer-initiated calls serve as an indicator of proactive policing practices and our dedication to ensuring community safety and preventing crime (for an analysis of the impact of our proactive stops, see the “Stop Report” section below). In 2023, the number of officer-initiated calls reflected the challenges and constraints faced by the BPD, including staffing levels and prioritization of non-officer-initiated calls for service.

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16 The data indicates a lower volume of officer-initiated calls, with an average of 1,173 calls per month. This trend is unsurprising given the impact of staffing levels and the distribution of workload among our officers. Despite these figures, BPD remains committed to proactive community engagement and crime prevention. We are actively exploring strategies to enhance our proactive policing efforts and ensure that our officers have the support and resources they need to effectively engage in community policing and crime prevention, alongside their responsibilities in responding to non-officer-initiated calls for service.

What’s Next
As the Berkeley Police Department (BPD) continues to evolve and adapt to the changing needs of our community and the broader landscape of public safety, we are focused on implementing strategic initiatives that enhance our operational capabilities, ensure accountability, and foster community trust. The upcoming initiatives outlined below represent our proactive approach to addressing current challenges and embracing opportunities for growth and innovation.

Sworn Staffing Study
In our continuous efforts to enhance operational efficiency and align our staffing strategy with the evolving needs of the community, BPD has partnered with Citygate Associates, a firm renowned for its expertise in public safety organizational strategies. Citygate is currently in the process of conducting a comprehensive and independent staffing analysis. This report will bring their extensive experience and specialized knowledge to bear on challenges surfaced by the department, the City Auditor's Audit on Police Overtime and the Fair and Impartial Policing Working Group (more details on recommendations by those bodies below).

Citygate is wrapping up the information gathering phase which involves soliciting feedback from stakeholders as well as analyzing relevant data. The study is on track to be completed by the end of the fiscal year (June 30, 2024). We are optimistic that the findings and recommendations provided by Citygate Associates will be instrumental in shaping our strategic staffing decisions. Early recommendations are being incorporated into the budget process as well as the Command Team Building Workshop we are holding in March 2024. The insights gained from this study will guide our department through this phase of rebuilding staffing levels

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17 and make sure that future deployment of police services in Berkeley is both effective and aligned with the principles of the Reimagining Public Safety initiative.

Strategic Analysis and Accountability
In a step toward institutionalizing data-driven decision-making and enhancing accountability, the department is focusing analytical efforts on strategic planning and accountability. This approach builds upon the foundational work of the Strategic Analysis Team and aims to drive the implementation of equitable, fair, and effective public safety strategies that are deeply rooted in the principles articulated by the City’s Reimagining Public Safety initiative.

This organizational focus will deepen collaboration with key partners including the Police Accountability Board by providing essential data and insights that support comprehensive police accountability and oversight. Key initiatives will include the enhancement and management of our Early Intervention Systems (EIS, more information in the “Audits and Oversight” section) and the overall risk management framework, demonstrating a commitment to operational excellence and innovation in public safety. This shift represents a proactive effort to meet the emerging needs of the department and community and embodies a vision of a more accountable, transparent, and community-aligned approach to public safety.

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18 Crime & Investigations
Amid increasing crime rates, our department employs creative, problem-oriented solutions. Our robust clearance rates, competitive on a regional scale, reflect our commitment to delivering first-class police work from start to finish.

Crime Data
Understanding the distinctions between calls for service, case reports, and confirmed crimes is crucial for clarity when reviewing crime data. Calls for service are the initial contacts made by the public with our department, ranging from reports of suspicious activities to requests for emergency assistance. These calls often prompt further investigation.

Following an investigation, if there is reason to believe a crime has occurred, an officer writes a case report. These case reports document the investigation's details, including any evidence collected, witness statements, and the officer's observations and conclusions at that stage.

The determination of whether prosecution will be pursued falls to the District Attorney (DA).

The DA reviews the case report and decides whether they can prove beyond a reasonable doubt that a crime occurred.

This higher standard— beyond a
reasonable doubt— is the legal
benchmark used in criminal
trials to determine the guilt of
the accused before any criminal
penalty is imposed.

The statistics presented below
are derived from case reports.

These reports form the
backbone of our crime data
analysis as they provide a
comprehensive overview of our
department's investigative activities and outcomes.

It is important to note that the data below utilizes the Uniform Crime Reporting (UCR) Summary Reporting System (SRS) methodology. The SRS is a national reporting standing that facilitates a summarized account of major crime categories, thereby allowing comparisons over time and across jurisdictions. In 2024 we transitioned to the National Incident-Based Reporting System (NIBRS), which is an updated national reporting standard that promises a more detailed and nuanced approach to crime data collection and analysis.

NIBRS provides several key advantages over the UCR SRS. Unlike UCR SRS, which focuses on a limited number of "Part One" crimes, NIBRS includes a broader range of crime categories, offering a more comprehensive view of crime in the community. NIBRS captures detailed

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19 information about each criminal incident, including the types of offenses committed, characteristics of the victims and offenders, types of property involved, and the relationship between the victim and the offender. The detailed data collected through NIBRS supports more sophisticated and nuanced analysis, enabling law enforcement agencies, policymakers, and researchers to identify trends, patterns, and correlations in crime data more effectively across jurisdictions nationwide.

Part One Crimes
Part One Crimes, as classified by the UCR, are comprised of both violent and property crimes, reflecting the most serious offenses. Part Two Crimes include a range of other offenses, providing a broader scope of the crime landscape.

Part One Crimes by Year
In 2023, there was a 10.5% overall increase in total Part One Crime in Berkeley compared to 2022. Specifically, Part One Violent Crimes saw an increase of 100 cases, while Part One Property Crimes rose by 759 cases.

Part One
Crimes by
Year 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
%
Change
2022-
2023
Homicide 3 1 2 1 1 0 5 0 3 1 -66.7%
Sexual
Assault 35 44 54 83 65 74 47 57 89 97 +9.0%
Robbery 263 330 361 364 353 369 274 265 292 386 +32.2%
Aggravated
Assault 130 155 185 218 167 175 210 210 282 282 +0.0%
Total
Violent
Crimes 431 530 602 666 586 618 536 532 666 766 +15.0%
Burglary 932 1090 805 843 829 771 797 803 1036 1228 +18.5% Larceny 3615 4099 3965 4556 4004 4993 3933 3736 4611 4532 -1.7% Auto Theft 555 717 650 621 548 492 805 1098 836 1350 +61.5% Total
Property
Crimes 5102 5906 5420 6020 5381 6256 5535 5637 6483 7110 +9.7% Arson 15 22 24 30 31 17 52 72 52 84 +61.5%
Total Part
One
Crimes 5548 6458 6046 6716 5998 6891 6123 6241 7201 7960 +10.5%

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20 The most significant percentage increases in Part One Crimes were observed in Auto Theft (61.48%), Arson (61.54%), and Burglary (18.53%). Conversely, decreases were recorded in Homicide (-66.7%) and Larceny (-1.71%).

Crime Categories of Interest
In 2023, we observed notable trends in specific crime categories, each presenting unique challenges and requiring tailored approaches for effective management and prevention.

Shootings
2023 marked a significant decrease in shooting incidents within Berkeley, with a total of 31 confirmed incidents compared to 53 in 2022. Confirmed shooting incidents encompass both witnessed events and instances where evidence of gunfire, such as shell casings, was discovered.

While the decline in shootings in 2023 is encouraging, the data presented in the chart above shows that the number of incidents remains substantially higher than the 15 reported in 2017.

The data further indicates that the decrease in 2023 primarily stems from a reduction in ‘No Injury' events, where a firearm was discharged but no individuals were struck; however, the persistent occurrence of both ‘Fatal’ and ‘Non-Fatal Injury’ shootings highlights the need for ongoing interventions to combat gun violence. For more on our efforts to recover guns and our collaboration with the City of Berkeley’s Gun Violence Intervention & Prevention program see below.

Robbery
Robberies are crimes involving the unlawful taking of property from a person or their immediate presence, through the use of force or threat of force. This definition encompasses a range of scenarios, from physical confrontations where a victim is threatened or harmed to secure their belongings, to intimidation tactics where the threat of violence compels a victim to surrender their property. Robberies can occur in various settings, including but not limited to,

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21 public streets (pedestrian robberies), commercial establishments (commercial robberies), residences (home invasions), banks (bank robberies), and incidents involving vehicles (carjackings). The key elements that define an act as robbery include the intent to permanently deprive the owner of their property, the use or threat of force, and the direct interaction with the victim.

Robberies 2018 2019 2020 2021 2022 2023
Pedestrian 229 247 131 119 148 205
Commercial 108 97 117 118 117 135
Home Invasion 5 4 8 8 8 5
Bank 3 2 5 6 4 2
Carjacking 10 14 13 14 15 39
Total 355 364 274 265 292 386
By Gun (% of
total) 82 (23%) 74 (20%) 46 (17%) 74 (28%) 69 (24%) 111 (29%) The data for 2023 indicates a noticeable increase in robbery incidents, particularly in the pedestrian and carjacking categories. This uptick brings the total number of robberies to 386, marking a 32% rise from the 292 cases in 2022.

Hate Crimes
Hate crimes are crimes motivated by bias against race, color, religion, national origin, sexual orientation, gender, gender identity, or disability. Hate crimes in Berkeley continue to be a critical concern. The majority of hate crime reports in 2023 were characterized as crimes of intimidation, involving slurs or graffiti, rather than physical violence.

Hate incidents are acts of prejudice that are not crime s and do not involve violence, threats, or
property damage. We take hate incident reports because these incidents perpetuate prejudice and intolerance, creating an environment of fear and alienation for the targeted individuals and communities, even in the absence of criminal activity.

Hate Crimes 2018 2019 2020 2021 2022 2023
Race/Ethnicity/National Origin 11 5 7 29 24 27
Religion 3 1 2 11 3 9
Sexual Orientation 3 2 1 2 11 9
Gender 1 0 2 0 0 0
Disability 0 0 0 0 0 1
Total 18 8 12 42 38 46

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22 Hate Incidents 2021 2022 2023
Race/Ethnicity/National Origin 16 22 24
Religion 1 5 19
Sexual Orientation 4 4 7
Gender 0 0 0
Disability 1 0 0
Total 22 31 50
Prior to October 7th, there were 29 hate crimes, 24 of which were tied to race or religion, including 5 anti-Jewish and 1 anti-Arab or anti-Muslim hate crimes. There were 31 hate incidents before this date, with 24 of these being race or religion-related, including 5 anti- Jewish and 4 anti-Arab or anti-Muslim incidents. Since October 7th, we recorded 17 hate crimes, of which 12 were directly related to race or religion, including 5 anti-Jewish hate crimes and a single hate crime targeting Arab or Muslim individuals. In the same period, hate incidents rose to 19, all related to race or religion, with a notable increase to 13 anti-Jewish hate incidents, while no anti-Arab or anti-Muslim hate incidents were reported.

Sexual Assault
The number of sexual assault cases remained at a high level in 2023, mirroring the figures from 2022. This persistent trend emphasizes the importance of providing support services, raising awareness, and implementing preventive measures to address and reduce instances of sexual assault within the community. The Department continues to take reports where the full elements of the penal code are not met, when a survivor requests a report for catharsis and in other non-investigatory situations. For a significant number of cases the survivors choose not to follow through with an investigation. There are a number of reasons for this, but it inflates our reported numbers compared to other agencies and leads to lower clearance rates. It also reflects our total commitment to providing support to survivors. Additionally, these cases are typically closed as “Suspend” not “Closed” as an added safeguard to protect information on these sensitive cases from being released; this practice directly lowers our clearance rate for sexual assaults.

Sexual Assault 2018 2019 2020 2021 2022 2023
Felony 65 74 47 57 89 97
Misdemeanor 31 64 38 50 81 62
Total 96 138 85 107 170 159
In 2023, there were 97 felony and 62 misdemeanor sexual assault cases reported, totaling 159 cases, including an increase in the number of felony cases, and a slight decrease from the previous year's total of 170 cases.

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23 Property Crimes
2023 saw a notable increase in certain property crimes, specifically retail thefts and vehicle thefts, while catalytic converter thefts declined significantly.

Property Crimes of Interest 2018 2019 2020 2021 2022 2023 Commercial Burglaries 275 307 324 316 435 574
Vehicle Thefts 548 492 805 1098 836 1350
Catalytic Converter Thefts 35 186 586 573 847 457
The Department works in collaboration with regional loss prevention agents to identify organized retail theft offenders. Additionally, the department has been working with the San Francisco Police Department Organized Retail Crime and Fencing units, the Oakland Police Department CRT, the CHP Organized Retail Crime Unit, the Emeryville Police Department, the Palo Alto Police Department, the Walnut Creek Police Department, and the Central Marin Police Authority. We share suspect information, including surveillance photos/videos, suspect vehicles, and suspect MO to link cases committed by the same groups of suspects throughout the Bay Area.

Department Initiatives
What We’ve Done
Firearm Recoveries
In 2023, a total of 69 firearms were recovered, marking a decrease of 42% from the previous year.

Firearm Recovery Methods 2019 2020 2021 2022 2023
Patrol calls for service 33 36 51 64 41
Patrol proactive traffic stops 25 17 24 12 11
Detective Follow-up investigation 29 32 43 43 17
Total 87 85 118 119 69
All firearms recovered are processed through the National Integrated Ballistic Information Network (NIBIN). This database is a nationwide collaboration coordinated by the Bureau of Alcohol, Tobacco and Firearms (ATF). The Department enters ballistic information for each firearm recovered and the database makes connections with evidence recovered from shooting scenes, provides information about persons who have owned and or purchased the firearm.

BPD routinely processes recovered firearms for DNA and fingerprints. This work is key to helping determine who shooters or illegal firearms possessors are.

Gun Violence Intervention & Prevention
To further address the issue of gun violence, the City of Berkeley has developed a Gun Violence Intervention & Prevention program framework as a key component of its Reimagining Public

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24 Safety initiative. This comprehensive program aims to significantly reduce gun violence incidents through a multifaceted approach. The strategy combines place-based interventions in critical areas, direct engagement with individuals at risk, street outreach, and the provision of robust social services. This collaborative effort, involving multiple city departments, community-based organizations and field experts, is grounded in empirical evidence and best practices. It represents Berkeley's holistic and proactive approach to fostering a safer community by addressing the proximate causes of gun violence and supporting those most at risk.

Tailored Response and Proactivity to Hate Crimes
In response to hate crimes, the Berkeley Police Department emphasizes customized and effective strategies. Each incident is carefully evaluated based on its specific details, including the people involved and the context, ensuring the response is accurately tailored.

Area Coordinators from the Community Services Bureau work closely with community leaders from the areas impacted, offering targeted safety advice. This includes specific strategies for Crime Prevention Through Environmental Design (CPTED) and personal safety, all adapted to fit the unique needs of each situation.

The department also proactively keeps an eye out for potential threats to stay ahead of any issues. To further enhance safety, patrols are increased around places of worship and sensitive locations during important events, providing extra security when it matters most.

Additionally, the Hate Crime Awareness Week campaign plays a crucial role in raising awareness about hate crimes, encouraging community resilience, and urging people to report incidents. Through these focused and anticipatory actions, the Berkeley Police Department commits to maintaining a safe and welcoming environment for everyone.

Automated Security Checks
BPD, with insights from our Strategic Analysis Team, has started using data to guide our patrols through automated security checks. These checks send officers to specific places at times where their presence can help prevent crime. By using detailed crime data to decide where and when officers should go, we are more effectively deterring crime. This careful planning of patrols is part of our larger goal to make our policing strategies smarter and more data-driven.

This way, we can ensure our crime prevention efforts are not only successful but also adapt to the changing needs of our community.

Engravings
To combat a rise in catalytic converter thefts, the BPD invested in an engraving tool, marking 82 catalytic converters with unique identifiers. This initiative is meant to deter thieves by making stolen parts more identifiable and thus harder to sell.

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25 Through these initiatives, the Berkeley
Police Department has demonstrated its
resolve in adopting a forward-thinking
and community-centric approach to law
enforcement. Our efforts in 2023 have
sought to address immediate concerns as
well as lay a strong foundation for
sustainable safety and security in our
community.

How We’re Doing
As we navigate the complexities of crime
and law enforcement, the Berkeley Police
Department (BPD) remains steadfast in
its commitment to transparency and
accountability. Our performance metrics
for 2023, including Part One Crimes per
capita and clearance rates, provide
valuable insights into our effectiveness
and our ongoing efforts to enhance
public safety in our community.

Part One Crimes per Capita:

With a population of approximately
118,950 (as of July 2022), there were 669
part one crimes overall per 10,000
residents in Berkeley. There were 64
violent crimes per 10,000 residents and
598 property crimes per 10,000 residents
in 2023. In 2022, there were 57 violent
crimes per 10,000 residents and 555
property crimes per 10,000 residents.

Based on the latest data from the
Department of Justice available to the
public, the following crime statistics were
reported in 2022 for cities selected for
their proximity to Berkeley and similar
population sizes:
• In Santa Clara, population 126,930,
there were 31 violent crimes (395
On 1/21/2023 officers responded to an assault
between multiple subjects. The offender had
threatened the 14-year-old survivor with a knife,
twisted her wrist, causing pain and stole various
items from her.

The survivor explained she had been living on the
street and she had met the offender three weeks
prior. The survivor had begun living with the offender
and she was sexually and physically assaulted by the
offender during this time. The offender also
threatened to kill the survivor and prevented her
from leaving the apartment. The survivor disclosed
that the offender furnished and injected
methamphetamine into the victim’s hand. The
offender was arrested at the scene.

Through extensive conversations and follow up,
Detective Martinez and the survivor built trust and
established a close connection. The victim disclosed
that she was a victim of human trafficking in other
cities prior to her arrival in Berkeley. Detective
Martinez connected her with a shelter specializing in
homeless and trafficked youth. Ultimately the
Alameda County District Attorney’s Office charged
the offender with multiple sexual crimes, robbery,
burglary and drug possession.

In the department’s continued commitment to the
survivor, Detective Martinez worked with her family
to find the right family member for her to live with
long term and we matched her with a social worker
specializing in trafficked youth. This social worked
helped get the survivor back into school, into therapy
and helped obtain other resources for the survivor
and her family. Throughout the department’s contact
with the survivor she expressed how she felt seen
and heard by the department and her appreciation
for the work that was done on her case.

MOMENTS OF IMPACT

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26 incidents in total) and 360 property crimes (4,564 incidents in total) reported per 10,000 residents.
• San Leandro, population 86,762, reported 58 violent crimes (499 incidents in total) and 490 property crimes (4,254 incidents in total) per 10,000 residents. • Richmond, population 114,301, reported 88 violent crimes (1,006 incidents in total) and 272 property crimes (3,117 incidents in total) per 10,000 residents.

Clearance Rates
Forensic and electronic evidence, diligent and detailed investigative efforts, as well as community willingness to share information are critical to developing leads and chargeable cases. The following table summarizes our clearance rates of crimes in UCR categories alongside clearance rates for Santa Clara PD (SCPD), San Leandro PD (SLPD) and Richmond PD (RPD) . A note about clearance rates: the numbers reported for BPD in the second table below only cover cases closed within one year of being reported; however, many investigations occur over an extended period and these cases will be closed after this reporting period.

Part One
Crimes
Clearance
Rates* by
Year –
DOJ
2020
SCPD
2020
SLPD
2020
RPD
2020
BPD
2021
SCPD
2021
SLPD
2021
RPD
2021
BPD
2022
SCPD
2022
SLPD
2022
RPD
2022
BPD
Homicide
100
% 14% 25% 33% -
100
% 25%
100
% 0.0% 0.0% 35% 67%
Sexual
Assault 23% 27% 9.1% 6.4% 15% 17% 67% 5.3% 27% 0.0% 17% 7.9% Robbery 39% 20% 19% 21% 35% 19% 26% 26% 24% 12% 10% 31% Aggravate
d Assault 57% 32% 27% 37% 65% 38% 44% 44% 64% 41% 34% 43% Burglary 7.6% 5.0% 7.6% 11% 6.4% 4.7% 17% 16% 10% 5.2% 11% 15% Larceny 5.5% 4.1% 2.6% 6.8% 4.0% 4.2% 1.5% 4.8% 8.5% 4.1% 1.1% 5.4% Auto
Theft 4.3% 2.7% 11% 3.7% 3.7% 2.7% 7.4% 4.3% 6.7% 2.4% 2.5% 6.1% Arson 20% 20% 6.1% 15% 47% 4.5% 17% 19% 29% 8.3% 17% 15%

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27 Part One
Crimes
Clearance
Rates* by
Year –
1-Year
2020
BPD
2021
BPD
2022
BPD
Homicide
100
%
100
%
100
%
Sexual
Assault 22% 10% 15%
Robbery 30% 29% 32%
Aggravate
d Assault 57% 61% 46%
Burglary 12% 15% 10%
Larceny 7.3% 7.0% 6.6%
Auto
Theft 9.3% 8.2% 11%
Arson 25% 32% 27%
*Here we are reporting both a DOJ-calculated clearance rate and a 1-year clearance rate for BPD cases. The DOJ rates are calculated by dividing the number of cases reported by the number of cases closed in the same calendar year. A 1-year clearance rate is the percentage of cases that were closed within a year of being reported.

Looking at the 1-year clearance rates, BPD consistently achieved a 100% clearance rate for homicides across all three years. For sexual assault, BPD's clearance rates ranged from 22% in 2020 to 15% in
2022. Robbery and aggravated assault rates for BPD were generally high, with robbery clearance peaking at 32% in 2022 and aggravated assault at 61% in 2021. Burglary, larceny, and auto theft clearance rates remained relatively low across all jurisdictions, with BPD maintaining consistent rates over the past 3 years.

In 2023, the Property Crimes Bureau was staffed with 3 detectives out of 5 allocated positions, the Youth Services Detail was staffed with 2 detectives of 3 allocated positions, while the Robbery, Homicide and Sex Crimes units were fully staffed.

What’s Next
Gun Violence Restraining Orders
The Department recently began using a newly created tool called the Gun Violence Retraining Order (GVRO). This restraining order allows for the seizure of firearms from a person who “poses an immediate and present danger of causing personal injury to self or another by custody or control, owning, purchasing, receiving or having access to a firearm or ammunition.” Thus far this tool has been used in response to calls for service where gun violence or self-harm could be an issue. Going forward we will leverage this powerful tool to proactively take guns from individuals who pose an immediate and present danger.

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28 Automated License Plate Readers & External Fixed Surveillance Cameras As directed by City Council, in 2023 the Berkeley Police Department (BPD) took additional steps forward in acquiring fixed Automated License Plate Readers (ALPR) and External Fixed Video Surveillance Cameras. Since ALPRs and video surveillance cameras are clearly defined as surveillance technology by the City of Berkeley Surveillance Technology Ordinance (#7,592), we spent months completing the steps outlined in the ordinance to acquire these technologies, including: drafting Surveillance Use Policies; presenting those policies for recommendations to the Police Accountability Board; and receiving City Council Approval of the policies.

Fixed ALPR: After receiving Council approval of the policies (422 and 1305), Berkeley Police Department secured a contract with the preferred vendor, Flock Safety, for the acquisition and installation of 52 cameras on a two-year trial basis from the time of activation. BPD is currently working with Flock Safety and Berkeley Public Works (PW) Department to determine placement of the cameras.

External Fixed Video Surveillance Cameras: San Pablo Park, Berkeley Marina and the PW Transfer Station have had fixed cameras in place for several years. In 2021 BPD was given approval by Council to install additional cameras at ten locations. Those locations are listed in the BPD policies related to Fixed Cameras, 351 and 1304. In 2023, Public Works installed the first camera approved in Policy 351 at 6
th and University Avenue and the Berkeley Police
Department established procedures for tracking access that will permit an audit to be conducted annually.

Throughout 2023, BPD fielded many inquiries from the Berkeley community expressing a strong interest and support for ALPR and fixed surveillance cameras. In 2024 we will continue on our path to installing and utilizing these technologies for combatting crime with careful consideration of cost, equity, privacy and efficacy guiding us every step of the way.

Regional Collaboration
In January 2024, Berkeley PD participated in a regional convening on crime and public safety hosted by Mayor Arreguín. In attendance were law enforcement leaders and elected officials from across the Bay Area. We discussed the regional efforts underway to address crime and safety concerns as criminals have become more sophisticated and brazen. We identified opportunities for strengthened partnerships across jurisdictional lines and will continue our collaboration in this space to more efficiently and effectively use our resources to solve crimes.

There is a lot to be gained from improving our regional approach to data collection and analysis.

Investing in both real-time crime analysis for tactical purposes and to inform strategic analysis and long-term planning can enhance our efforts significantly. By sharing data and insights, we can develop more effective strategies to combat crime and ensure public safety. In 2024, we will continue this partnership further at a regional level, exploring innovative solutions and fostering a more collaborative environment for tackling these challenges together.

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29 Road Safety & Collisions
Leveraging detailed collision data and community insights, our department has strategically enhanced traffic safety through targeted initiatives and enforcement. As we move forward, our partnership with Vision Zero promises to further deepen our dedication to efficient and effective traffic safety solutions.

Collision Data
In 2023, there were a total of 873 collisions. They included 514 injury and 359 non- injury collisions. Total collisions increased by 23, or 2.6% from 2022. Non-injury collisions increased by 3.6% and fatal collisions decreased to 0. Injury collisions decreased by 6.2% and DUI collisions increased by 3.7%.

Collisions 2019  2020  2021  2022  2023
Fatal collisions  4  2  7  2  0
Injury collisions   520  316  431  548  514
Non-injury collisions  405  271  351  346  359
Total 929  589  789  896 873
The most common causes of injury collisions (the primary collision factor or PCF) were 22350 VC, 21800-21804 VC, 21950(a)VC, and 22107 VC. Bicyclists (107) and pedestrians (97) accounted for 39.7% of the injury collisions. Bicyclists were found at fault in 60 of the collisions and pedestrians in 22 of the collisions. A closer examination of the 60 at fault injury collisions involving a bicycle revealed 19 involved a solo bicyclist falling or hitting an object.

In 2023, 81 collisions (26 injury /
55 non-injury) involved a DUI
driver (an increase from 53 in
2022) which resulted in 39
injured people.

The three intersections which accounted for the highest number of collisions were University Ave/ Acton St, Ashby Ave / San Pablo Ave, and Ashby Ave / Shattuck Ave. The top twelve intersections where collisions occurred were:

2023 was the first year with no fatal collisions since 2011.

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30 High Collision Intersections, 2023
Total
Collisions
Injury
Collisions
# of People
Injured
Suspected
Serious
Injury*
University Ave / Acton St 11 9 14 2
Ashby Ave / San Pablo Ave 11 7 11 0
Ashby Ave / Shattuck Ave 11 4 5 0
Ashby Ave / College Ave 10 6 7 1
University Ave / San Pablo Ave 9 4 8 1
University Ave / MLK Jr Way 9 5 5 0
Ashby Ave / MLK Jr Way 8 7 12 4
San Pablo Ave / Gilman St 8 7 10 0
Shattuck Ave / Channing Way 7 4 4 0
Shattuck Ave / University Ave 7 4 4 0
Mlk Jr Way / Blake St 6 6 9 0
Sacramento St / Alcatraz Ave 6 5 9 0
*Suspected serious injury is any injury other than a fatality that results in significant injury as defined in the CHP Collision Investigation Manual (CHP, 2017, p. 5-5)

As previously stated, bicycles were involved in 107 of t he injury collisions and pedestrians were
involved in 97. Of the 97 injury collisions involving a pedestrian, 22 found the pedestrian to be at fault, 74
found the driver of a vehicle to be at fault and 1 found a bicyclist to be at fault. Of the 107 injury collisions involving a bicyclist, 60 found the bicyclist at fault, 34 found the driver of a vehicle at fault, 2 found a pedestrian at fault and the remainder were either unable to

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31 determine fault or a person other than a driver, caused the collision. The biggest factor for this is an occupant in a parked vehicle opening a car door before it is safe/ not yielding to bicyclist in violation of 22517 VC (PCF for 10 bicycle injury collisions in Berkeley in 2023.) Department Initiatives
What We’ve Done
In 2022, BPD reprioritized traffic enforcement efforts around a three-prong approach that focuses on primary collision factors, community member reports and observations reported to the BPD and community caretaking. Community caretaking functions consider safety violations that aren’t always noted as the primary collision factor but can be a significant contributing factor in serious collisions. BPD will continue to collect and analyze collision data to understand and guide needs and shape future resource allocation decisions.

Primary Collision Factors
Automated Security Checks – Calls for service are automatically generated based on collision data, and time and location of occurrence to focus officer discretionary enforcement time on collision prone locations.

Community Reports
Community members are able to submit traffic safety concerns via the Transparency Hub. The submission is triaged and added to the traffic unit’s enforcement requests. After launching this feature in April 2023, the traffic unit received 53 traffic concern submissions.

Community Caretaking
BPD Traffic Unit uses OTS funds to hold DUI checkpoints and DUI saturation patrols. The checkpoints are set up at strategic locations based on the DUI collision and arrest data. DUI checkpoints and saturation patrols use highly trained officers to identify and apprehend impaired drivers and educate the motoring public.

BPD Traffic Bureau just completed a full year of offering a free presentation to senior drivers focusing on the importance of roadway safety for older drivers. The unit has been using education funds from the Office of Traffic Safety (OTS) Grant to teach the program called, “Drive Safer, Drive Longer”. This material was developed by the Training, Research and Education for Driving Safety (TREDS) Program at the University of California San Diego School of Medicine. The classes are held once a quarter at the north and south Berkeley Senior Centers and is designed to increase awareness of the dangers older drivers encounter and to offer strategies to keep them safe and mobile.

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32 In 2023, BPD applied for and
was awarded grant funding that
supports our efforts to reduce
traffic collisions and impaired
driving in Berkeley. Grant
sources include the Office of
Traffic Safety (Selective Traffic
Enforcement Program / STEP
Grant) and the California
Highway Patrol Cannabis Tax
Fund Grant to provide
additional enforcement,
education and traffic safety
programs. The funding allows us
to conduct DUI checkpoints, DUI saturation patrols and provide enforcement in locations identified as high collision areas targeting dangerous driving behavior. Grant funding allows officers to attend training to become proficient in field sobriety testing to detect both alcohol and drug impairment. In partnership with OTS and other law enforcement agencies throughout the state BPD participates in national campaigns such as pedestrian safety month, winter DUI mobilization, distracted driving awareness, bicycle safety, motorcycle safety, walk to school day and click it or ticket enforcement.

How We’re Doing
Moving Violations and Primary Collision Factors

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33 The tables above outline the moving violations associated with our vehicle stops as well as the primary collision factors for all stops. The violations related to this year’s stop data correlate closely with primary collision factors as well as other serious traffic safety violations geared toward community caretaking.

Transparency Hub Survey Responses
After a community member submits a traffic safety concern via the Transparency Hub and enforcement or education is conducted at the location by the traffic unit, the submission is updated by traffic unit staff indicating the concern had been addressed. In 2023, the traffic bureau conducted 10 traffic safety interventions in response to community concern submissions.

What’s Next
In 2024, BPD will continue to use Office of Traffic Safety grant funding to support traffic safety measures to enhance our enforcement and education efforts. Through grant funding, we intend to increase the number of Drive Safer, Drive Longer classes for aging drivers, increase the number of DUI checkpoints, and continue to use the Traffic Safety Transparency Hub and collision data to guide our traffic enforcement strategies. As we look for other ways to improve our strategies, we are committed to deepening our Vision Zero collaboration with key stakeholders to identify high-risk locations, analyze the causes and contributing factors of collisions, and develop meaningful interventions. Our continued partnership with Vision Zero stakeholders will allow BPD leadership to identify strategies that inform decision making around the way and areas we prioritize traffic safety, guided by our three-pronged approach for traffic enforcement.

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34 Accountability: Stops & Use of Force
Our department's thorough review of stop data and use of force incidents underscores our commitment to moving forward efforts supporting Fair and Impartial Policing. Performance metrics and tests for bias help ensure our practices don't perpetuate societal inequities. With ongoing enhancements in our Early Intervention System (for more, see the “Audits & Oversight” section below), we are steadfast in our mission to deliver public safety equitably to our community.

Stop Data Report
In October 2020, the Berkeley Police Department began tracking and ultimately supplying the State of California with our stop data pursuant to the Racial Identity Profiling Act (RIPA). BPD began this data collection a full two and a half years before agencies our size were required to comply with RIPA. Berkeley began this process early as part of the department’s efforts to better capture, understand and share the data associated with our stops.

During 2023, BPD averaged 442 total stops including 305 vehicle stops, 129 pedestrian stops, and 7 bicycle stops per month for a yearly count of 5,306 total stops, 3,665 vehicle stops, 1,554 pedestrian stops, and 87 bicycle stops.

69.08% of all stops were officer-initiated, primarily focusing on traffic violations, while the remaining stops were in response to calls for service. This data, along with the breakdown of reasons for the stops, is depicted in the following graph.

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35 Yields
880 stops resulted in at least 1 arrest, 2,100 stops resulted in a citation and 1,661 resulted in a warning. 471 stops resulted in no
enforcement action.

In 2023 BPD’s search rate for all stops
was 14% and had an overall
contraband yield rate of 42%. Those
searches resulted in 82 seizures of one or more weapons, including 15 recoveries of one or more firearms. The yield rate for all discretionary searches (searches not incident to arrest, a search warrant, vehicle inventory for towing, or exigent circumstances/emergency) was 48%.

Tests for Bias
BPD is deeply committed to ensuring fairness and impartiality in all aspects of law enforcement.

To uphold these values, we rigorously examine our practices for any potential biases, employing a series of analytical methods to evaluate the objectivity of our policing. This section details our approach to testing for bias. From analyzing at-fault collision demographics to employing methods like yield rate analysis and the veil of darkness test, our approach is multifaceted and data-driven, aiming to foster a culture of transparency, accountability, and equitable policing.

At the core of our analytical approach is an emphasis on discretionary decision making.

Rese
arch in this field posits that moments of discretion are when implicit bias is most likely to manifest itself. For that reason, in the analyses below we focus on stops where officers were not responding to a call for service nor relying on additional information (for example, a description of a wanted vehicle) when making the decision to stop. This filtering allows us to key in on moments of maximum discretion where we would most clearly see the effects of implicit bias if such bias were to play a role in officer decision making.

According to data published by the RIPA board in
2024, Berkeley’s yield rate was higher than 92% of
all agencies in California in 2022.

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36 At-Fault Collision Demographics
A key component of this approach is the comparison of at-fault collision demographics with the demographics of individuals stopped for moving violations. This comparison helps us assess whether traffic stops are being conducted based on objective, race-neutral criteria. This test is particularly important because moving violations made up 81% of all discretionary stops in 2023.

Collision data gives us representative sample of who is driving in Berkeley. This information is useful because it gives us a baseline of the population that officers encounter when they make a stop. Looking at drivers who were determined to be the at-fault party in a collision further refines that baseline to give us a sample of who is driving dangerously in Berkeley. Because we expect our traffic enforcement to focus on dangerous drivers, if our traffic enforcement is unbiased, we would expect a close alignment between the demographics of those involved in at-fault collisions and those stopped for moving violations. Close alignment of those demographics would indicate that stops are influenced by driving behavior rather than implicit biases.

An analysis of 2023 data indicates a close alignment between these two demographic groups.

This is the finding we would expect if officers are using race-neutral factors when making a discretionary stop for a moving violation.

Yield Rate Analysis
Another method of determining whether officer discretion is influenced by implicit racial bias is to measure whether the officer’s decision to search is subject to a lower threshold of suspicion for Black and Brown people as compared to for White people. Often called yield rate analysis, the method assumes that race-neutral indicators observable by an officer will accurately predict the probability that a search will uncover contraband. The logic follows that a search triggered by a given level of suspicion based on race-neutral factors will ‘yield’ contraband at the same rate across racial groups. Conversely, a higher yield rate for searches of White people

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37 as compared to searches of Black people would indicate that officers are deciding to search White people when they have a higher confidence of finding contraband.

The nearly equivalent search yield rates between Black and White individuals are in line with what we would expect to see if searches conducted by officers were based on factors that do not involve race. A regression analysis conducted by the RIPA board in 2024, which examined data from 2022, found that race— specifically being Black or Hispanic as opposed to White— did not have a statistically significant effect on the likelihood of a Berkeley PD search yielding contraband. This is the result we would expect to see from search decisions being carried out without bias.

Veil of Darkness
The "veil of darkness" analysis is a test of implicit bias at the decision to stop. The analysis looks at the proportion of stops that are of a racial group when it is light outside versus when it is dark outside. If Black people are stopped more often in the light than in the dark, it could indicate that the visibility of race is playing a role in the decision to stop. The test takes advantage of daylight savings time and seasonal changes in day length by looking at times of the day (say, 6:30pm) where for part of the year it is dark outside and part of the year it is light out. Those times can be called the “inter-twilight period.” In that way the test can control for any changes in the distribution of who is on the street throughout the day (as opposed to just doing day vs. night) while observing the difference in stop patterns when race is more visible or less visible to an officer.

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38 The graph below is a visual representation of this comparison. The test relies on the assumption that race is more apparent to the officer in the light than in the dark, and to the extent that the assumption is violated by the presence of streetlights or racially correlated characteristics of the car or neighborhood, the validity of the test is undermined. Nevertheless, as long as the assumption holds on average, the test can indicate the presence of the effect; that is, a result concluding a statistically significant result would be evidence of the presence of bias, while a null result would not necessarily prove the absence of bias.

The close alignment of demographic groups for discretionary stops in the dark and in the light during the “inter-twilight period” seen above is what we would expect to see if those stops were being made based on race-neutral factors.

Use of Force Report
Berkeley Police Department takes pride in our ability to accomplish our work with minimal reliance on force through approaches that include de-escalation techniques, as well as an awareness of mental health crisis issues and appropriate responses. The department reinforces these skills and strategies through regular training.

In February 2021, BPD transitioned to a new Use of Force Policy that had several substantial changes, that included a de-escalation requirement and an expanded use of force reporting standard. Under this policy, reportable force is delineated into the following four categories:

Level 1 – Involves grabs, control holds, the use of leverage, or body weight with no injury or complaint of pain.

Level 2 – Applies when an officer points or deploys a firearm while interacting with someone. It also applies to a Level 1 force that involves more than momentary discomfort but does not have an injury or complaint of pain.

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39 Level 3 – Parallels our old Use of Force reporting standard and involves the use of a weapon, subject injury, or complaint of pain. This category also applies to specific circumstances when an officer does not activate their body-worn camera.

Level 4 – Applies when an officer uses a firearm or when there is an in-custody death.

The department use of force policy requires officers to report uses of force to their sergeant, who documents these incidents in a formal report. A lieutenant and captain review each report, including associated body worn camera (BWC) footage, before forwarding it to Internal Affairs.

In a given incident, more than one technique or type of force may be used to bring a resistant or combative individual into custody, and more than one officer may use force during the incident.

In 2023 there were 346 incidents that involved 1,214 uses of force. 68 % of all uses were Level 1 uses of force, and 28% were level two. These two categories accounted for 96% of all uses.

While the department has consistently evaluated individual use of force incidents, our expanded data collection and analysis tools allow us to understand and evaluate our use of force trends and share them with the community.

Of the 49,703 non-officer-initiated calls for service that BPD received in 2023, 0.54% (268 incidents) resulted in a use of force incident, and 0.06% (29) resulted in a use of force that produced more than a minor complaint of pain or where a weapon was used (Level 3 and 4).

77.46% of our use of force incidents occurred when officers responded to calls for service from the community, and trends show that calls for service account for a larger percentage of cases where force was used this year than in previous years: 77.46% versus 75.85% in 2022 and

68.5% in 2021.

The chart below illustrates that while carrying out arrests, the likelihood of use of force incidents occurring during arrests is relatively similar across racial groups. Specifically, the use

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40 of force was involved in 7% of arrests for Asian subjects, 13% for African American subjects, 11% for Hispanic subjects, and 12% for White subjects. These closely aligned rates are what we would expect if the decision to use of force is being determined by factors other than race.

Utilizing the number of arrested subjects as a baseline for comparing use of force rates is a valuable approach because it reflects the most common scenario in which force is applied. By evaluating use of force as a percentage of arrests, we can more accurately assess the frequency and circumstances in which force is used. This method helps to isolate the act of arrest as a variable and allows for a direct comparison of use of force incidents relative to that variable across different racial groups.

The close percentages across racial groups is what we would expect to observe if use of force is more closely associated with the dynamics of the arrest situation itself rather than the race of the individuals involved.

The department also tracks use of force complaints. While our use of force cases are always reviewed by a Lieutenant and Captain, those associated with a personnel complaint are also subject to an Internal Affairs Bureau (IAB) investigation. The results of the investigation (including BWC footage) are given to a Board of Review that evaluates the case and makes a recommendation to the Chief.

In 2023 the department received a total of 12 complaints associated with use of force incidents.

To date, 7 of those investigations have been completed while 5 are still being evaluated.

Additionally, 6 out of those 12 cases were also independently assessed by the Office of the Director of Police Accountability and Police Accountability Board. Of the 7 completed cases reviewed by the department or the ODPA/PAB, 0 resulted in sustained findings of misconduct.

The department will continue to collect, evaluate, and assess our use of force data and use it to inform our policies and training with a focus on achieving positive outcomes.

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41 Audits & Oversight
In 2023, the Berkeley Police Department significantly
advanced towards fulfilling oversight directives,
completing key reports, audits, and policy reviews, while actively engaging in training and collaborative efforts to ensure fair and impartial policing.

In 2023 we completed a numb er of reports and audits
including:
• The 2022 Annual Complaint Statistics from the
Internal Affairs Bureau
• The 2022
Police Equipment and Community
Safety Ordinance Annual Report
• The 2022 Police Department Annual Report
• Biannual Automated License Plate Reader audits
• Quarterly Early warning system audits
• Quarterly Fair and Impartial Policing updates
• City Auditor open audit updates
• Contracted for a department-wide staffing and
resources assessment with Citygate consulting
The department also actively participated in a number
of subcommittees and collaborative conversations with
the PAB including reviews of the policies for Body Worn Cameras, Off Duty Officer Conduct, Early Intervention
System, and Departmental budget development.

Our personnel also completed annual refresher training
to satisfy our policies and state requirements for
continuing education.

The work mentioned here is just a portion of the 2023
efforts within the department, which also included
contributions to the city's Gun Violence Intervention & Prevention program and the assessment of 911
dispatch services, alongside collaborations with Health, Housing, and Community Services on reimagining public
safety projects. Much of this administrative work falls to sergeants and lieutenants, who are also responsible
for the supervision and leadership of their teams.

One of the duties of the Police
Accountability Board (PAB) is to
recognize officers who demonstrate
exceptional service. An illustrative
example of this is the commendation
awarded to Officers Gasper and
Ludovico for their skilled and
empathetic handling of a critical
incident on April 6th.

Facing a situation where a person in
crisis threatened to jump from a
third-story window, the
commendation highlights,
“Both [Ofc. Gasper] and Ofc.

Ludovico know many of the people
encountered in the west area of
Berkeley and have established
working relationships with many of
those people which has allowed
them to gain both trust and
compliance in critical incidents. April
6th was one of those days where
that trust mattered the most.”
Their ability to deescalate the
situation and secure medical and
mental health support for the
individual underscores the
importance of community trust and
engagement in policing.

This act of recognition by the PAB
not only celebrates the officers'
dedication but also emphasizes the
board's commitment to
acknowledging the positive impact of
law enforcement personnel who
vividly illustrate BPD’s commitment
to service.

MOMENTS OF IMPACT

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42 Below are updates on our progress towards completing the recent City Auditor report recommendations and our quarterly update on our implementation of the Fair and Impartial Policing Working Group recommendations.

City Auditor Reports
There were three open audits in 2023. Working with Auditor Wong and her staff, two have been fully completed. The remaining open audit contains 12 recommendations. Of these, 10 are complete leaving only 2 open recommendations. Both of these items are related to staffing and involve our in-progress work with an outside consultant (Citygate). Both are actively being worked on;
• 911 Dispatchers: Understaffing Leads to Excessive Overtime and Low Morale (Complete) • Data Analysis of Berkeley’s Police Response (Complete) • Berkeley Police: Improvements Needed to Manage Overtime and Security Work for Outside Entities (Open/In Progress)
The Department will be submitting our next audit update to City Council in May 2024 regarding the two remaining open audit items. We look forward to continuing to work with Auditor Wong’s office to accomplish all of the recommendations in this budget related audit.

Fair and Impartial Policing Recommendations
BPD has worked hard to fully implement the Fair and Impartial Policing (FIP) Working Group recommendations, and efforts in this area are ongoing and live well beyond the specific recommendations of Council. A prime example of this is the analysis presented in the “Accountability” section above, where we track key measures of fair and impartial policing outcome. The FIP Working Group recommendations have provided invaluable guidelines as we enhance our policies and protocols to ensure the highest standards of policing and are deeply aligned with our departmental values. The department will continue ensuring our personnel, policies and actions support fair, impartial and equitable treatment of all those we serve. The department is also committed to maintaining transparency and accountability in our reporting on these efforts to the community and Council. To ensure this, we will continue providing information both via our Transparency Hub as well as our annual department report.

FIP Working Group Recommendations Progress Report: March 2024 We have made significant progress in implementing the recommendations set forth for the department, with actions taken in nearly all areas specified. The final piece, an extensive staffing assessment conducted by Citygate Associates, is underway and its completion will mark the fulfillment of the last recommendation.

To date, implementation of the recommendations has led to the amendment of departmental policies and the establishment of new protocols. Some major accomplishments included a departmental policy focusing traffic stops on safety and preventing collisions, using evidence-

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43 based models and strong data analysis to guide enforcement actions, and our current work to strengthen and expand our Early Intervention System
The additional FIP training funds allocated as part of the reimagining process have allowed us to continue to move this important work forward. We have created a training focus on courses strengthening responses that are Constitutional, Humane, Impartial, Neighborhood and Community Oriented and DEI-Centered. We refer to this as “KIND” training.

We are also bringing Active Bystander for Law Enforcement (ABLE) training to our agency. ABLE is a nationally recognized program with the aim of creating a police culture in which officers routinely intervene and accept interventions from their peers as necessary to: prevent misconduct, avoid police mistakes, and promote officer health and wellness. ABLE guides agencies and communities on the concrete measures that must be in place to create and sustain a culture of peer intervention leading to the benefit of the community and department.

The department was honored to receive letters of support and partnership for this program from community-based organizations in our city such as Dorothy Day House and the Center for Food, Faith and Justice
With this progress, we're turning our attention to further enhancing our practices. Central to this is the development of our Early Intervention System (EIS). We recognize the power of an EIS to promote transparency, proactive intervention, and a supportive environment for officer development. We have taken pride in having an EIS protocol since 2004, reflecting our long- held commitment to accountability. In 2023, guided by the recommendations of the FIP Working Group, we updated our policy, significantly broadening the scope and depth of our audits to include the incorporation of RIPA-mandated stop data. Also in 2023, after collaboration with the Police Accountability Board, the department added audits of body-worn camera footage to our quarterly audit procedure.

To accelerate the expansion of our EIS, we've recently released an RFP for design support in building a cutting-edge, real-time system. This system will give us a comprehensive overview of officer and team performance, helping us identify potential areas where proactive support would be beneficial.

Our EIS work has benefited from ongoing collaboration with the Police Accountability Board (PAB), and we understand they are preparing a comprehensive report on the subject. We look forward to continuing our engagement with the PAB on EIS implementation and improvement.

The Berkeley Police Department remains committed to equitable and unbiased policing and we are proud to have implemented almost all of the FIP recommendations. A Special Order (policy) has been released to ensure that current and future members of the Berkeley Police Department carry forward and build upon this important foundational work initiated by the FIP Working Group. Once the final recommendation of the referral is completed, the department will continue efforts related to fair and impartial policing and provide annual updates and progress in this report.

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APPENDIX E
Gun Violence Intervention and Prevention Program RFP

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Internal

Finance Department
General Services Division
2180 Milvia Street, Berkeley, CA 94704 Tel: 510.981.7320 TDD: 510.981.6903 E-mail: [email protected] Website: cityofberkeley.info/finance/

REQUEST FOR PROPOSALS (RFP)
Specification No. #24-11659- C
FOR
Gun Violence Intervention and Prevention Program

PROPOSALS WILL NOT BE OPENED AND READ PUBLICLY

Dea
r Proposer:

The City of Berkeley is soliciting written proposals from qualified firms or individuals to work with the City of Berkeley to establish and implement a Gun Violence Intervention and Prevention Program. As a Request for Proposal (RFP) this is not an invitation to bid and although price is very important, other factors will be taken into consideration.

The project scope, content of proposal, and vendor selection process are summarized in the RFP (attached).

Proposals must be received no later than 2:00 pm on ThursdayApril 16, 2024. Proposals are to be sent via email with the “Specification No. #24-11659-C and “Gun Violence Intervention and Prevention Program” clearly indicated in the subject line of the email. Please submit one (1) PDF of the technical Proposal with the filename saved as, “Proposal Vendor Name - #24-11659-C “Gun Violence Intervention and Prevention Program” Corresponding pricing proposal shall be submitted as a separate document with the filename saved as, “Pricing Vendor Name - - #24-11659-C “Gun Violence Intervention and Prevention Program.”

Email Proposals to:

City of Berkeley
Finance Department/General Services Division
[email protected]

Proposals will not be accepted after the date and time stated above. Incomplete proposal or proposals that do not conform to the requirements specified herein will not be considered. Issuance of the RFP does not obligate the City to award a contract, nor is the City liable for any costs incurred by the proposer in the preparation and submittal of proposals for the subject work. The City retains the right to award all or parts of this contract to several bidders, to not select any bidders, and/or to re-solicit proposals. The act of submitting a proposal is a declaration that the proposer has read the RFP and understands all the requirements and conditions.

For questions concerning the anticipated work, or scope of the project, please contact Cari anna “Cari”
Arredondo (Project Manager), Assistant to the City Manager, via email at [email protected] no later than Monday, April 8th, 2024. Answers to questions will not be provided by telephone or email. Answers to all questions or any addenda will be posted on the City of Berkeley’s site at Bid & Proposal Opportunities | City of Berkeley (berkeleyca.gov). It is the vendor’s responsibility to check this site. For general questions concerning the submittal process, contact purchasing at 510-981-7320.

We look forward to receiving and reviewing your proposal.

Sincerely,
Darryl Sweet, General Services Manager

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Internal
City of Berkeley Specification No. #24-11659-C Page 2 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
I. SUMMARY
In response to the growing gun violence crisis, Berkeley has introduced the Gun Violence Intervention and Prevention Program within its larger "Reimagining Public Safety" framework. Aiming for a comprehensive reduction in gun violence incidents, this initiative blends community enga gement, strategic collaboration between internal city departments and external organizations, field experts, and methods based on empirical evidence.

With
a $ 2M budget for a two -year pilot (Not to exceed $ 1M per fiscal year ), the Gun Violence Intervention and Prevention pro
gram aims to employ a four-pronged strategy that includes:
• Place-based interventions at critical areas with increased shootings, • Direct engagement with individuals at risk via custom notifications, • Street outreach, and
• Provision of robust social services.

The program, which is overseen by the City Manager’s Office, is seeking proposals for the design and implementation of the custom notifications and street outreach components, as detailed below. It is crucial to understand that custom notifications require collaboration with law enforcement, whereas street outreach involves a one-way communication channel from the police to outreach workers.

Proposals may address either one or both components. While proposals may involve collaboration among multiple Community-Based Organizations (CBOs), prospective bidders must identify a lead organization and may include partner organizations in their submissions.

• Custom Notifications: Custom notifications in Berkeley are a collaborative strategy by la w enforcement
and community-based organizations to mitigate gun violence and target high -risk individuals with simultaneous "hard" and "soft" messaging. The "hard" message, delivered by police, outlines specific legal consequences for future violent acts, emphasizing immediate legal risks. Concurrently, a "soft" message from a community-based organization (CBO) conveys support and care, offering access to social services and assistance. This approach combines clear warnings about the consequences of violence with offers of help, aiming to deter violence through awareness of the repercussions and provision of alternatives. Custom notifications leverage social network analysis (SNA) to identify those at risk and employ focused deterrence to reduce gun violence, making it clear that violence is intolerable while also providing pathways to support and change.
• Street Outreach: A critical aspect of their operation is the unidirectional flow of information from police to outreach workers, keeping them informed about recent incidents without compromising their neutrality and community trust. Street outreach, conducted by Violence Interrupters, is a public health strategy aimed at curbing the spread of violence as a social contagion in communities. These workers, often with personal experiences of incarceration or violence, use their credibility and understanding of street culture to mediate conflicts and prevent violence escalation. They act as crucial connectors between individuals engaged in violence and broader gun violence intervention programs, enhancing law enforcement efforts with their community trust. Their role includes real-time violence identification and interruption, mentoring high-risk individuals, facilitating workshops and peaceful demonstrations. This partnership allows them to effectively prevent retaliation and support indivi duals at risk, by reinforcing community norms against violence and fostering a safer environment.

The purpose of this RFP is to solicit proposals from community-based organizations and service providers that have the expertise and ability to quickly meet the City’s need to create a successful pilot program for the Gun Violence Intervention and Prevention Program in the City of Berkeley. The selected applicant (s) will be required to comply with all applicable requirements for such funds and will be required to report to the City regularly on the use of funds and services beneficiaries.

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City of Berkeley Specification No. #24-11659-C Page 3 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
II. SCOPE OF SERVICES
Applicants are encouraged to thoroughly review the report and recommendations, as outlined in Attachments 1 to 4.

The selected provider(s) must demonstrate a collaborative approach, involving a wide range of internal and external organizations, community stakeholders and show expertise in gun violence intervention and prevention programming; evidenced by a strong commitment to data-driven evaluation, ability to remain within budget limits, foster effective cross-functional collaboration is crucial for the successful implementation and achieve a measurable decrease in gun violence incidents. The City is looking for detailed proposals for its Gun Violence Intervention and Prevention program, specifically focusing on designing and implementing street outreach and custom notification initiatives in alignment with the criteria provided. The sections below serve a s a detailed outline and guide for the City’s expectations for submissions regarding the program narrative:

A. STRAT

EGIC PROGRAM DEVELOPMENT
Proposals must incorporate advanced strategies based on criminological and public health research and detail methodologies and approaches for engaging the target population, including identification methods , intervention strategies, and case-mana
gement coordination and follow-up.
• Comprehensive Strategy Development
 Intervention Methodology: Define a collaborative methodology for engaging in -risk individuals, specifying criteria and tools used. Include intervention techniques, frequency, duration, format, and risk assessment protocols.
• Custom Notifications: Given a subset of individuals identified by law enforcement partners, design a methodology and/or framework for coordinating relevant stakeholders to create unified custom notifications and delivery methods to the individual. • Street Outreach: Describe a strategic plan for managing a team of street outreach workers including day-to-day functions and special activities.  Effectiveness Indicators: Provide measurable indicators and success metrics for each component (street outreach and custom notifications), including crime rate reduction, improved community trust, and other social impact metrics.
• Documentation and Reporting
 Operational Protocols: Outline clear protocols for escalating interventions and respon se to emerging situations.
 Community Engagement Plan: Formulate a strategy for sustained engagement with diverse community members and stakeholders. Identify relationships with field experts. • Budget and Effectiveness Monitoring
 Budget Monitoring : Provide a detailed breakdown and justification for each budget item .

Describe the financial monitoring system, including checks and balances, audit schedules, and reporting formats.
 Effectiveness Monitoring: Identify specific tools and methods for monitoring reductions in gun violence, such as statistical analysis, community surveys, etc., and explain the process for making program adjustments based on effectiveness data, including decision -making criteria and implementation timelines.

• Data Management and Evaluation
 Data Collection Tools: Specify tools and software for data collection and analysis.  Continuous Improvement Plan: Outline a plan for regular program review and refinement based on data insights.

B. IMPLEMENTATION AND COMPLIANCE MONITORING

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City of Berkeley Specification No. #24-11659-C Page 4 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
Detailed implementation plans are required, including staffing qualifications, resource allocation, operational timelines, and a scalable framework for program expansion. Proposals should address integrating innovative and culturally sensitive practices, considering the diverse needs of the community. • Implementation Planning
 Operational Framework: Outline the operational framework, staffing roles, qualifications, and resource allocation for the program. Focus on the logistical aspects of implementing the proposed strategies.
 Resource Allocation : Present a comprehensive budget with allocations for each program element and justifications, focused on the direct support of proposed strategies.

• Collaboration and Community Engagement
 Collaboration Framework : Provide a detailed organizational chart showing each entity's specific responsibilities and points of contact. Describe how the collaboration with various entities will enhance the program's effectiveness.
 Community and Stakeholder Engagement: Detail specific engagement activities, their frequency, and expected outcomes, along with strategies to sustain and deepen relationships with stakeholders, including regular community meetings, feedback mechanisms, etc. Identify continued partnership with local and national field experts and collaboration with city departments.

C. OPERATIONAL TIMELINE & LOCATION

Applicants are expected to outline the expectations for the operational timeline and spatial needs of the program, detailing the specific period post-contract award and providing timelines for each critical phase of the program.

• Timeline Expectations: Outline a realistic and flexible timeline for the program's operational rollout, including milestones and benchmarks for the design, implementation, monitoring, and evaluation phases of the program.
• Location Considerations: While the City of Berkeley will not provide a location due to the fieldwork nature of this program, we are open to exploring possible city space for operational needs, if necessary.

Applicants should detail their plan for location needs, how they intend to address fieldwork requirements, and any potential city space utilization if applicable.

D. ORGANIZATIONAL CAPACITY AND EXPERTISE
Applicants must demonstrate extensive experience and expertise in gun violence intervention and prevention, showcasing a deep understanding of the dynamics of gun violence and the ability to implement effective programs.

• Organizational Experience
 Case Study Details: Include data from past programs, specifying the number of individuals reached, the reduction in violent incidents, and other relevant metrics.  Insight Application: Describe how previous lessons will be applied in the Berkeley context, with modifications or enhancements specific to local needs. • Training and Development
 Curriculum Specifics: Provide a detailed training schedule, including topics covered and qualifications of trainers.
 Training Evaluation: Outline methods for assessing the effectiveness of training, such as pre- and post-assessment, staff feedback, and performance metrics.

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City of Berkeley Specification No. #24-11659-C Page 5 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022

This RFP is designed to facilitate the selection of a comprehensive, collaborative, and innovative approach to reduce gun violence in our community through targeted, data-driven interventions and strategic collaborations.

III. SUBMISSION REQUIREMENTS

All proposals shall include the following information, organized as separate sections of the proposal . The proposal should be concise and to the point.

1. Contractor Identification:

Provide the name of the firm, the firm's principal place of business (see section VII, F. – Local Vendor Preference), the name and telephone number of the contact person and company tax identification number.

2. Client References:

Provide a minimum of 3 client references. References should be California cities or other large public sector entities. Provide the designated person's name, title, organization, address, telephone number, and the project(s) that were completed under that client’s direction.

3. Price Proposal:

The proposal must provide detailed pricing for all services, ensuring all program work does not surpass $1M (per fiscal year) for the broader two-year $2M pilot program. Pricing shall be all inclusive unless indicated otherwise.

Pricing proposals shall be a separate document. The Proposal shall itemize all services, including hourly rates for all professional, technical and support personnel, and all other charges related to completion of the work.

Evaluation of price proposals are subject to the local vendor business preference (see section VII.F.)

Please complete the Program Budget Template (See Attachment 4).

Note: The City of Berkeley intends to use this two -year pilot program as a foundation for developing a comprehensive approach to gun violence intervention and prevention. The focus will be on employing effective street outreach methods and custom notifications as principal strategies, as outlined in the attached report and recommendations.

4. Contract Terminations:

If your organization has had a contract terminated in the last five (5) years, describe such incident .

Termination for default is defined as notice to stop performance due to the vendor’s non- performance or poor performance and the issue of performance was either (a) not litigated due to inaction on the part of the vendor, or (b) litigated and such litigation determined that the vendor was in default.

Submit full details of the terms for default including the other party’s name, address, and phone number. Present the vendor’s position on the matter . The City will evaluate the facts and may, at its sole discretion, reject the proposal on the grounds of the past experience.

If the firm has not experienced any such termination for default or early termination in the past five (5) years, so indicate.

5. Program Narrative:

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City of Berkeley Specification No. #24-11659-C Page 6 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
Proposals should include a detailed narrative addressing the approach to each of the following criteria as outlined in Section II. SCOPE OF SERVICES:

A. Strategic Program Development: Proposals must incorporate advanced strategies based on criminological and public health research and detail methodologies and approaches for engaging the target population, including identification methods, intervention strategies, and case -management coordination and follow-up.

B. Implementation and Compliance Mo nitoring: Present a detailed plan for operationalizing the proposed strategies, including staffing, resource allocation, and program expansion. Describe how compliance will be ensured and how culturally sensitive practices will be integrated.

C. Operational Timeline & Location: Outline a realistic timeline for the program's operational rollout and provide details on spatial needs, addressing how fieldwork and potential city space utilization will be managed.

D. Organizational Capacity and Expertise: Demonstrate experience and expertise in the relevant field.

Include case studies, application of insights, training specifics, and methods for evaluating training effectiveness.

IV. SELECTION CRITERIA

The following criteria will be considered, although not exclusively, in determining which firm (s) is hired. A selection panel comprising staff members with expertise in G un Violence Intervention and Prevention (GVI/P) , community engagement, racial equity, financial management, and relevant local knowledge will evaluate and score submissions. The panel will use a standardized scoring rubric to ensure a fair and comprehensive assessment of each proposal.

Category Criteria Points
Project
Approach
Approach to Custom Notifications: Strategy for a custom notifications program that includes:
• Identification: Collaborating with law enforcement partners to identify a specific subset of individuals deemed at-risk.
• Coordination: Designing a framework for coordinating with relevant stakeholders, including local authorities, community organizations, and social service providers, to create a unified approach for the development and delivery of custom notifications. • Delivery: Outlining the process for the personalized delivery of these notifications to the identified individuals, ensuring the approach is respectful, privacy -conscious, and tailored to address the specific needs and risks associated with each individual. 30 Approach to Street Outreach: Strategy for a street outreach program that includes:
• Team Management: Describing the management of a team of street outreach workers, focusing on their day-to-day functions, roles, and responsibilities to ensure a proactive and effective outreach effort.
• Special Activities: Pla nning and implementing special activities aimed at engaging target populations, enhancing the outreach program's reach and impact. • Coordination: En suring the street outreach efforts are well -coordinated with community groups, law enforcement, and other stakeholders to provide seamless support to the target populations.
• Training and Support: Detailing the training, supervision, and ongoing support mechanisms for outreach workers, preparing them to address the complexities of their roles and adapt to the dynamic needs of the communities they serve.

Expertise &
References
Comprehensive Experience: Overview of the organization's background in GVP initiatives, with a special focus on custom notifications and street outreach. Submissions should highlight key staff qualifications, local collaborations, and the ability to manage federal funds effective ly. 30 Experience
Serving
Diverse
Populations
Inclusive Engagement Strategies: Presentation of approaches for engaging diverse communities through custom notifications and street outreach, including evidence of past successes and accessibility measures.

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RFP Revised Nov2022
Presentation
of Materials
Alignment with Project Goals and Tailored Approach to Berkeley: Evaluation of how the proposal aligns with the defined services and outcomes for the GVI/P project. Proposals must reference specific recommendations or findings in the attached documents and demonstrate a tailored approach to meet Berkeley's unique needs.
15 Costs Budget and Financial Oversight: Detailed budget breakdown for custom notifications and street outreach, including justifications for cost efficiency and procedures for financial accountability. 10

* Effective 1/1/2022. L ocal Vendor Preference. For the purposes of comparing pricing as part of this competitive RFP for goods up to $100,000 or non-professional services up to $250,000, 5% shall be deducted from the bid price proposal from any local Berkeley vendor.

A selection panel will be convened of staff to evaluate and score submittals.

V. PAYMENT

Invoices: Invo ices must be fully itemized and provide sufficient information for approving payment and audit.

Invoices must be accompanied by receipt for services in order for payment to be processed. Email invoices to Accounts Payable and cc’ carredondo @berkeleyca.gov; (List on invoice, Attn: Carianna Arredondo, City Manager’s Office) and reference the contract number.

City of Berkeley
Accounts Payable
P.O. Box 700
Berkeley, CA 94710-700
Email: [email protected]
Phone: 510-981-7310

Payments: The City will make payment to the vendor within 30 days of receipt of a correct, approved and complete invoice.

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City of Berkeley Specification No. #24-11659-C Page 8 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
VI. CITY REQUIREMENTS

(Do not modify any part of this section except: Living Wage would not apply if commodities are being purchased and Equal Benefits would not apply if the contract amount will be less than $25,000. If this is the case, do not delete the section just note next to it “Does Not Apply to this Request for Proposal”)

A. Non-Discrimination Requirements:

Ordinance No. 5876-N.S. codified in B.M.C. Chapter 13.26 states that, for contracts worth more than $3,000 bids for supplies or bids or proposals for services shall include a completed Workforce Composition Form. Businesses with fewer than five employees are exempt from submitting this form. (See B.M.C. 13.26.030)

Under B.M.C. section 13.26.060, the City may require any bidder or vendor it believes may have discriminated to submit a Non-Discrimination Program. The Contract Compliance Officer will make this determination . This applies to all contracts and all consultants (contractors). Berkeley Municipal Code section 13.26.070 requires that all contracts with the City contain a non-discrimination clause, in which the contractor agrees not to discriminate and allows the City access to records necessary to monitor compliance. This section also applies to all contracts and all consultants.

Bidders must submit the attached Non-Discrimination Disclosure Form with their proposal.

B. Nuclear Free Berkeley Disclosure Form:

Berkeley Municipal Code section 12.90.070 prohibits the City from granting contracts to companies that knowingly engage in work for nuclear weapons. This contracting prohibition may be waived if the City Council determines that no reasonable alternative exists to doing business with a company that engages in nuclear weapons work. If your company engages in work for nuclear weapons, explain on the Disclosure Form the nature of such work. Bidders must submit the attached Nuclear Free Disclosure Form with their proposal.

C. Oppressive States:

The City of Berkeley prohibits granting of contracts to firms that knowingly provide personal services to specified Countries. This co ntracting prohibition may be waived if the City Council determines that no reasonable alternative exists to doing business with a company that is covered by City Council Resolution Nos. 59,853-N.S., 60,382-N.S., and 70,606-N.S. If your company or any subsidiary is covered, explain on the Disclosure Form the nature of such work.

Bidders must submit the attached Oppressive States Disclosure Form with their proposal.

D. Sanctuary City Contracting Ordinance:

Chapter 13.105 of the Berkeley Municipal Code prohibits the City from granting and or retaining contracts with any pe
rson or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”).

Bidders must submit the attached Sanctuary City Compliance Statement with their proposal.

E. Confl
ict of Interest:

In the sole judgment of the City, any and all proposals are subject to disqualification on the basis of a conflict of interest. The City may not contract with a vendor if the vendor or an employee, officer or director of the proposer's firm, or any immediate family member of the preceding, has served as an elected official, employee, board or commission member of the City who influences the making of the contract or has a direct or indirect interest in the contract.

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City of Berkeley Specification No. #24-11659-C Page 9 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
Furthermore, the City may not contract with any vendor whose income, investment, or real property interest may be affected by the contract. The City, at its sole option, may disqualify any proposal on the basis of such a conflict of interest. Please identify any person associated with the firm that has a potential conflict of interest.

F. Berkeley Living Wage Ordinance:

Chapter 13.27 of the Berkeley Municipal Code requires that contractors offer all eligible employees with City mandated minimum compensation during the term of any contract that may be awarded by the City . If the Contractor is not currently subject to the Living Wage Ordinance, cumulative contracts with the C ity within a one-year period may subject Contractor to the requirements under B.M.C. Chapter 13.27. A certification of compliance with this ordinance will be required upon execution of a contract. The current Living Wage rate can

be found here: Information for Vendors | City of Berkeley (berkeleyca.gov) . The Living Wage rate is adjusted automatically effective June 30 th of each year commensurate with the corresponding increase in the Consumer Price Index published in April of each year. If the Living Wage rate is adjusted during the term of your agreement, you must pay the new adjusted rate to all eligible employees, regardless of what the rate was when the contract was executed.

G. Berkeley Equal Benefits Ordinance:

Chapter 13.29 of the Berkeley Municipal Code requires that contractors offer domestic partners the same access to
benefits that are available to spouses. A certification of compliance with this ordinance will be required upon execution of a contract.

H. Statement of Economic Interest:

The City’s Conflict of Interest Code designates “consultants” as a category of persons who must complete Form 700, Sta
tement of Economic Interest, at the beginning of the contract period and again at the termination of the contract. The selected contractor will be required to complete the Form 700 before work may begin.

VII. OTHER REQUIREMENTS

A. Insurance

The selected contractor will be required to maintain general liability insurance in the minimum amount of $2,000,000, automobile liability insurance in the minimum amount of $1,000,000 and a professional liability insurance policy in the amount of $2,000,000 to cover any claims arising out of the performance of the contract.

The general liability and automobile insurance must name the City, its officers, agents, volunteers and employees as additional insured.

Insurance not Necessary: If the services are such that the risk of exposure to liability is very low, insur ance may not be required. An example of such a service is an individual using his/her computer at home to lay out a newsletter for the City.
** This determination must be made by the Risk Manager in writing before the RFP is issued. **

Insurance Waiver: A sit uation in which insurance is not necessary is different from a case in which insurance may be waived. An insurance waiver is appropriate where insurance would usually be necessary but when, as a policy matter, the City is willing to take the risk of allowing an uninsured or under-insured individual or business to perform the work (usually when the risk of liability is low) . An insurance waiver may be granted only by the Risk Manager in writing with the approval of the City Manager . If a potential bidder expresses an inability to meet the insurance requirement, he or she should be encouraged to contact the Project Manager & Risk Manager for assistance in obtaining insurance.)

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RFP Revised Nov2022
B. Worker’s Compensation Insurance:

A selected contractor who employs any per son shall maintain workers' compensation insurance in accordance with state requirements. Sole proprietors with no employees are not required to carry Worker’s Compensation Insurance.

C. Business License

Virtually every cont ractor that does business with the City must obtain a City business license as mandated by B.M.C. Ch. 9.04. The business license requirement applies whether or not the contractor has an office within the City limits. However, a "casual" or "isolated" busi
ness transaction (B.M.C. section 9.04.010) does not subject the contractor to the license tax. Warehousing businesses and charitable organizations are the only entities specifically exempted in the code from the license requirement (see B.M.C. sections, 9.04.295 and 9.04.300) . Non-profit organizations are granted partial exemptions (see B.M.C. section 9.04.305). Persons who, by reason of physical infirmity, unavoidable misfortune, or unavoidable poverty, may be granted an exemption of one annual free license at the discretion of the Director of Finance. (See B.M.C. sections 9.04.290).

Vendor must apply for a City business license and show proof of application to Purchasing Manager within seven days of being selected as intended contractor.

The Customer Service Division of the Finance Department located at 1947 Center Street, Berkeley, CA 94704, issues business licenses. Contractors should contact this division for questions and/or information on obtaining a City business license, in person, or by calling 510-981-7200.

D. Recycled Paper

Any printed reports for the City required during the performance of the work shall be on 100% recycled paper, and shall be printed on both sides of the page whenever practical.

E . State Prevailing Wage:

Certain labor categories under this project may be subject to prevailing wages as identified in the State of Ca
lifornia Labor Code commencing in Section 1770 et seq. These labor categories, when employed for any “work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work,” constitute a “Public Work” within the definition of Section 1720(a)(1) of the California Labor Code requiring payment of prevailing wages.

Wage information is available through the California Division of Industrial Relations web site at:
http://www.dir.ca.gov/OPRL/statistics_and_databases.html

F. Local Vendor Preference

Cit
y of Berkeley applies a local ven
dor preference for comparing pricing submittals in RFP responses (City Council Resolution No. 69,890-N.S.)

A local business is defined as “a business firm with fixed offices or distribution points located within the City of Berkeley boundaries and listed in the Permits and License Tax paid file, with a Berkeley business street address.”

Competing for non-professional services
For the purposes of comparing pricing as part of this competitive RFP for non- professional services up to $250,000, 5% shall be deducted from the bid price proposal from any local Berkeley vendor in order to assign evaluation points to the pricing section.

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VIII. SCHEDULE (Dates are subject to change)

 Issue RFP to Potential Bidders Friday, March 20, 2024  Bidders Conference Friday, April 5, 2024
 Questions Due Monday, April 8, 2024
 Answers Posted Wednesday, April 10, 2024
 Proposals Due from Potential Bidders Tuesday, April 16, 2024  Reference Checks Week of April 22-26, 2024
 Panel Interviews Friday April 26, 2024  Completion of Section Process Tuesday, April 30, 2024  Notification and Contract Negotiations Week of April 30, 2024  Council Approval of Contract (over $50k) Tuesday, June 4, 2024  Award of Contract Wednesday, June 5, 2024
 Sign and Process Contract Tuesday, June 25, 2024
 Notice to Proceed Wednesday, June 26, 2024

Thank you for your interest in working with the City of Berkeley for this service. We look forward to receiving your proposal.

Attachments:

• Gun Violence Prevention Report Attachment 1
• D2 Advisory Recommendations Attachment 2
• January 23, 2024 City Council Meeting Attac hment 3 • Program Budget Template Attachment 4
• Check List of Required items for Submittal Attachment A • Non-Discrimination/Workforce Composition Form A ttachment B • Nuclear Free Disclosure Form Attachment C
• Oppressive States Form Attachment D
• Sanctuary City Compliance Statement
Attachment E
• Living Wage Form Attachment F
• Equal Benefits Certification of Compliance Attachment G • Right to Audit Form Attachment H
• Insurance Endorsement Attachment I

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ATTACHMENT A

CHECKLIST

 Proposal describing service (one (1) PDF of proposal)

 Contractor Identification and Company Information

 Client References

 Costs proposal by task, type of service & personnel (as a separate document from the proposal)

 Completed Program Narrative and Budget Template
 The following forms, completed and signed in blue ink (attached):

o Non-Discrimination/Workforce Composition Form Attachment B

o Nuclear Free Disclosure Form Attachment C

o Oppressive States Form Attachment D

o Sanctuary City Compliance Statement Attachment E

o Living Wage Form (may be optional) Attachment F

o Equal Benefits Certification (EBO-1) (may be optional) Attachment G

ADDITIONAL SUBMITTALS REQUIRED FROM SELECTED VENDOR AFTER COUNCIL APPROVAL TO AWARD CONTRACT.

 Provide original-signed in blue ink Evidence of Insurance

o Auto
o Liability
o Worker’s Compensation

 Right to Audit Form Attachment H

 Commercial General & Automobile Liability Endorsement Form Attachment I

 Berkeley Business License (Current Year Certificate)

For informational purposes only: Sample of Personal Services Contract can be found on the City’s website on the current bid and proposal page at the top of the page.

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NON-DISCRIMINATION/WORKFORCE COMPOSITION FORM FOR NON-CONSTRUCTION CONTRACTS To assist the City of Berkeley in implementing its Non-Discrimination policy, it is requested that you furnish information regarding your personnel as requested below and return it to the City Department handling your contract :

Organization: _____________________________________________________________________________________ Address: _______________________________________________________________ Business Lic. #: ___________
Occupational Category:
__________________________
(See reverse side for explanation of terms) Total
Employees
White
Employees
Black
Employees
Asian
Employees
Hispanic
Employees
Other
Employees
Female Male Female Male Female Male Female Male Female Male Female Male Official/Administrators
Professionals
Technicians
Protective Service Workers
Para-Professionals
Office/Clerical
Skilled Craft Workers
Service/Maintenance
Other (specify)
Totals:

Is your business MBE/WBE/DBE certified? Yes: _____ No: _____ If yes, by what agency? _______________________

If yes, please specify: Male: _____ Female: _____ Indicate ethnic identifications: ___________________________

Do you have a Non-Discrimination policy? Yes: _____ No: _____

Signed: ________________________________________________________________ Date : __________________

Verified by: _____________________________________________________________ Date : __________________ City of Berkeley Contract Compliance Officer

Con
tract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C

Attachment B (page 1)

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Occupational Categories

Officials and Administrators - Occupations in which employees set broad policies, exercise overall responsibility for execution of these policies, or provide specialized consultation on a regional, district or area basis. Includes:
department heads, bureau chiefs, division chiefs, directors, deputy superintendents, unit supervisors and kindred workers.

Professionals - Occupations that require specialized and theoretical knowledge that is usually acquired through college training or through work experience and other training that provides comparable knowledge. Includes:
personnel and labor relations workers, social workers, doctors, psychologists, registered nurses, economists, dietitians, lawyers, systems analysts, accountants, engineers, employment and vocational rehabilitation counselors, teachers or instructors, and kindred workers.

Technicians - Occupations that require a combination of basic scientific or technical knowledge and manual skill that can be obtained through specialized post-secondary school education or through equivalent on-the-job training.

Includes: computer programmers and operators, technical illustrators, highway technicians, technicians (medical, dental, electronic, physical sciences) and kindred workers.

Protective Service Workers - Occupations in which workers are entrusted with public safety, security and protection from destructive forces. Includes: police officers, fire fighters, guards, sheriffs, bailiffs, correctional officers, detectives, marshals, harbor patrol officers, and kindred workers.

Para-Professionals - Occupations in which workers perform some of the duties of a professional or technician in a supportive role, which usually requires less formal training and/or experience normally required for professional or technical status. Such positions may fall within an identified pattern of a staff development and promotion under a "New Transporters" concept. Includes: library assistants, research assistants, medical aides, child support workers, police auxiliary, welfare service aides, recreation assistants, homemaker aides, home health aides, and kindred workers.

Office and Clerical - Occupations in which workers are responsible for internal and external communication, recording and retrieval of data and/or information and other paperwork required in an office. Includes:
bookkeepers, messengers, office machine operators, clerk-typists, stenographers, court transcribers, hearings reporters, statistical clerks, dispatchers, license distributors, payroll clerks, and kindred workers.

Skilled Craft Workers - Occupations in which workers perform jobs which require special manual skill and a thorough and comprehensive knowledge of the processes involved in the work which is acquired through on-the- job training and experience or through apprenticeship or other formal training programs. Includes: mechanics and repairpersons, electricians, heavy equipment operators, stationary engineers, skilled machining occupations, carpenters, compositors and typesetters, and kindred workers.

Service/Maintenance - Occupations in which workers perform duties which result in or contribute to the comfort, convenience, hygiene or safety of the general public or which contribute to the upkeep and care of buildings, facilities or grounds of public property. Workers in this group may operate machinery. Includes: chauffeurs, laundry and dry-cleaning operatives, truck drivers, bus drivers, garage laborers, custodial personnel, gardeners and groundskeepers, refuse collectors, and construction laborers.

Contract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C

Attachment B (page 2)

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CITY OF BERKELEY
Nuclear Free Zone Disclosure Form

I (we) certify that:

1. I am (we are) fully cognizant of any and all contracts held, products made or otherwise handled by this business entity, and of any such that are anticipated to be entered into, produced or handled for the duration of its contract(s) with the City of Berkeley. (To this end, more than one individual may sign this disclosure form, if a description of which type of contracts each individual is cognizant is attached.)

2. I (we) understand that Section 12.90.070 of the Nuclear Free Berkeley Act (Berkeley Municipal Code Ch. 12.90; Ordinance No. 5784-N.S.) prohibits the City of Berkeley from contracting with any person or business that knowingly engages in work for nuclear weapons.

3. I (we) understand the meaning of the following terms as set forth in Berkeley Municipal Code Section

12.90.130:

"Work for nuclear weapons" is any work the purpose of which is the development, testing, production, maintenance or storage of nuclear weapons or the components of nuclear weapons; or any secret or classified research or evaluation of nuclear weapons; or any operation, management or administration of such work.

"Nuclear weapon" is any device, the intended explosion of which results from the energy released by reactions involving atomic nuclei, either fission or fusion or both. This definition of nucle ar weapons includes the means of transporting, guiding, propelling or triggering the weapon if and only if such means is destroyed or rendered useless in the normal propelling, triggering, or detonation of the weapon.

"Component of a nuclear weapon" is any device, radioactive or non-radioactive, the primary intended function of which is to contribute to the operation of a nuclear weapon (or be a part of a nuclear weapon).

4. Neither this business entity nor its parent nor any of its subsidiaries engages in work for nuclear weapons or anticipates entering into such work for the duration of its contract(s) with the City of Berkeley.

Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Printed Name: ___________________________________ Title: ____________________________________

Signature: _______________________________________Date: ____________________________________

Business Entity: ___________________________________________________________________________

Contract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C

Attachment C

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CITY OF BERKELEY
Oppressive States Compliance Statement

The undersigned, an authorized agent of_________________________________________________ (hereafter "Vendor"), has had an opportunity to review the requirements of Berkeley City Council Resolution Nos. 59,853- N.S., 60,382-N.S., and 70,606-N.S., (hereafter "Resolutions"). Vendor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with those Business Entities which maintain business relationships with morally repugnant regimes. Vendor understands the meaning of the following terms used in the Resolution:

"Business Entity" means "any individual, firm, partnership, corporation, association or any other commercial organization, including parent-entities and wholly owned subsidiaries" (to the extent that their operations are related to the purpose of the contract with the City).

"Oppressive State" means: Tibet Autonomous Region and the Provinces of Ado, Kham and U-Tsang; and Burma (Myanmar)

“Personal Services” means “the performance of any work or labor and shall also include acting as an independent contractor or providing any consulting advice or assistance, or otherwise acting as an agent pursuant to a contractual relationship.”

Contractor understands that it is not eligible to receive or retain a City contract if at the time the contract is executed, or at any time during the term of the contract it provides Personal Services to:

a. The governing regime in any Oppressive State.
b. Any business or corporation organized under the authority of the governing regime of any Oppressive State. c. Any person for the express purpose of assisting in business operations or trading with any public or private entity located in any Oppressive State.

Vendor further understands and agrees that Vendor's failure to comply with the Resolution shall constitute a default of the contract and the City Manager may terminate the contract and bar Vendor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.

The undersigned is familiar with or has made a reasonable effort to become familiar with, Vendor's business structure and the geographic extent of its operations. By executing the Statement, Vendor certifies that it complies with the requirements of the Resolution and that if any time during the term of the contract it ceases to comply, Vendor will promptly notify the City Manager in writing.

Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Printed Name: ____________________________________ Title: _______________________________________

Signature: ________________________________________ Date: ______________________________________

Business Entity: ____________________________________________________________________________________

Contract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C

I am unable to execute this Statement; however, Vendor is exempt under Section VII of the Resolution. I have attached a separate statement explaining the reason(s) Vendor cannot comply and the basis for any requested exemption.

Signature: _______________________________________ Date: ______________________________________ Attachment D

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CITY OF BERKELEY
Sanctuary City Compliance Statement

The undersigned, an authorized agent of ( hereafter "Contractor"), has had an opportunity to review the requirements of Berkeley Code Chapter 13.105 (hereafter "Sanctuary City Contracting Ordinance" or “SCCO”). Contractor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”).

Contractor understands the meaning of the following terms used in the SCCO:

a. "Data Broker” means either of the following:

i. The collection of information, including personal information about consumers, from a wide variety of sources for the purposes of reselling such information to their customers, which include both private-sector business and government agencies.

ii. The aggregation of data that was collected for another purpose from that for which it is ultimately used.

b. “Extreme Vetting” means data mining, threat modeling, predictive risk analysis, or other similar services." Extreme Vetting does not include:

i. The City’s computer-network health and performance tools. ii. Cybersecurity capabilities, technologies and systems used by the City of Berkeley Department of Information Technology to predict, monitor for, prevent, and protect technology infrastructure and systems owned and operated by the City of Berkeley from potential cybersecurity events and cyber-forensic based investigations and prosecutions of illegal computer-based activity.

Contractor understands that it is not eligible to receive or retain a City contract if at the time the Contract is executed, or at any time during the term of the Contract, it provides Data Broker or Extreme Vetting services to ICE.

Contractor further understands and agrees that Contractor's failure to comply with the SCCO shal l constitute a material default of the Contract and the City Manager may terminate the Contract and bar Contractor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.

By executing this Statement, Contractor certifies that it complies with the requirements of the SCCO and that if any time during the term of the Contract it ceases to comply, Contractor will promptly notify the City Manager in writing . Any person or entity who knowingly or willingly supplies false information in violation of the SCCO shall be guilty of a misdemeanor and up to a $1,000 fine.

Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct. Executed this _______ day of ________, 20__, at _____________, California.

Printed Name:

Title:

Signed:

Date:

Business Entity:

Contract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C SCCO CompStmt (10/2019)
Attachment E

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CITY OF BERKELEY
Living Wage Certification for Providers of Services

TO BE COMPLETED BY ALL PERSONS OR ENTITIES ENGAGING IN A CONTRACT FOR PERSONAL SERV
ICES WITH THE CITY OF BERKELEY.

The B
erkeley Municipal Code Chapter 13.27, Berkeley's Living Wage Ordinance (LWO), provides that contractors who engage in a specified amount of business with the City (except where specifically exempted) under contracts which furnish services to or for the City in any twelve (12) month period of time shall comply with all provisions of this Ordinance . The LWO requires a City contractor to provide City mandated minimum compensation to all eligible employees, as defined in the Ordinance. In order to determine whether this contract is subject to the terms of the LWO, please respond to the questions below. Please note that the LWO applies to those contracts where the contractor has achieved a cumulative dollar contracting amount with the City. Ther
efore, even if the LWO is inapplicable to this contract, subsequent contracts may be subject to compliance with the LWO. Furthermore, the contract may become subject to the LWO if the status of the Contractor's employees’ changes (i.e. additional employees are hired) so that Contractor falls within the scope of the Ordinance .

Section I.

1. IF YOU ARE A FOR-PROFIT BUSINESS, PLEASE ANSWER THE FOLLOWING QUESTIONS

a. During the previous twelve (12) months, have you entered into contracts, including the present contract, bid, or proposal, with the City of Berkeley for a cumulative amount of $25,000.00 or more? YES ____
NO ____

If no, this contract is NOT subject to the requirements of the LWO, and you may continue to Section II. If yes, please continue to question 1(b).

b. Do you have six (6) or more employees, including part-time and stipend workers? YES ____ NO ____

If you have answered, “YES” to questions 1(a) and 1(b) this contract IS subject to the LWO. If you responded "NO" to 1(b) this contract IS NOT subject to the LWO. Please continue to Section II.

2. IF YOU ARE A NON-PROFIT BUSINESS, AS DEFINED BY SECTION 501(C) OF THE INTERNAL REVENUE CODE OF 1954, PLEASE ANSWER THE FOLLOWING QUESTIONS .

a. During the previous twelve (12) months, have you entered into contracts, including the present contract, bid or proposal, with the City of Berkeley for a cumulative amount of $100,000.00 or more? YES ____ NO ____

If no, this Contract is NOT subject to the requirements of the LWO, and you may continue to Section II . If yes, please continue to question 2(b).

b. Do you have six (6) or more employees, including part-time and stipend workers? YES ____ NO ____

If you have answered, “YES” to questions 2(a) and 2(b) this contract IS subject to the LWO. If you responded "NO" to 2(b) this contract IS NOT subject to the LWO. Please continue to Section II.

Section II

Please read, complete, and sign the following:

THIS CONTRACT IS SUBJECT TO THE LIVING WAGE ORDINANCE.

THIS CONTRACT IS NOT SUBJECT TO THE LIVING WAGE ORDINANCE.

Contract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C Attachment F (page 1)

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The undersigned, on behalf of himself or herself individually and on behalf of his or her business or organization, hereby certifies that he or she is fully aware of Berkeley's Living Wage Ordinance, and the applicability of the Living Wage Ordinance, and the applicability of the subject contract, as determined herein. The undersigned further agrees to be bound by all of the terms of the Living Wage Ordinance, as mandated in the Berkeley Municipal Code, Chapter 13.27 . If, at any time during the term of the contract, the answers to the questions posed herein change so that Contractor would be subject to the LWO, Contractor will promptly notify the City Manager in writing. Contractor further understands and agrees that the failure to comply with the LWO, this certification, or the terms of the Contract as it applies to the LWO, shall constitute a default of the Contract and the City Manager may terminate the contract and bar Contractor from future contracts with the City for five (5) years from the effective date of the Contract termination. If the contractor is a for-profit business and the LWO is applicable to this contract, the contractor must pay a living wage to all employees who spend 25% or more or their compensated time engaged in work directly related to the contract with the City. If the contractor is a non-profit business and the LWO is applicable to this contract, the contractor must pay a living wage to all employees who spend 50% or more or their compensated time engaged in work directly related to the contract with the City.

These statements are made under penalty of perjury under the laws of the state of California.

Printed Name: ___________________________________ Title: ________________________________________

Signature: _______________________________________ Date: _______________________________________

Business Entity: ______________________________________________________________________________

Section III
_____________________________________________________________________________________________

• * * FOR ADMINISTRATIVE USE ONLY -- PLEASE PRINT CLEARLY * * *

I have reviewed this Living Wage Certification form, in addition to verifying Contractor's total dollar amount contract commitments with the City in the past twelve (12) months, and determined that this Contract IS / IS NOT (circle one) subject to Berkeley's Living Wage Ordinance.

_________________________________ _________________________________________ Department Name Department Representative

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Form EBO-1

CITY OF BERKELEY

CERTIFICATION OF COMPLIANCE WITH EQUAL BENEFITS ORDINANCE If you are a contractor, return this form to the originating department/project manager . If you are a vendor (supplier of goods), return this form to the Purchasing Division of the Finance Dept.

SECTION 1. CONTRACTOR/VENDOR INFORMATION
Name: Vendor No.:

Address: City: State: ZIP:

Contact Person: Telephone:

E-mail Address: Fax No.:

SECTION 2. COMPLIANCE QUESTIONS

A. The EBO is inapplicable to this contract because the contractor/vendor has no employees.

Yes No (If “Yes,” proceed to Section 5; if “No”, continue to the next question.)

B. Does your company provide (or make available at the employees’ expense) any employee benefits? Yes No
If “Yes,” continue to Question C.

If “No,” proceed to Sect
ion 5. (The EBO is not applicable to you.)

C. Does your company provide (or make available at the employees’ expense) any benefits to the spouse of an employee? ......................................................................................... Yes No

D. Does your company provide (or make available at the employees’ expense) any benefits to the domestic partner of an employee? .......................................................................... Yes No

If you answered “No” to both Questions C and D, proceed to Section 5. (The EBO is not applicable to this contract.) If you answered “Yes” to both Questions C and D, please continue to Question E.

If you answered “Yes” to Question C and “No” to Question D, please continue to Section 3.

E. Are the benefits that are available to the spouse of an employee identical to the benefits that are available to the domestic partner of the employee? ............................................... Yes No

If you answered “Yes,” proceed to Section 4. (You are in compliance with the EBO.) If you answered “No,” continue to Section 3.

SECTION 3. PROVISIONAL COMPLIANCE

A. Contractor/vendor is not in compliance with the EBO now but will comply by the following date:

By the first effective date after the first open enrollment process following the contract start date, not to exceed two years, if the Contractor submits evidence of taking reasonable measures to comply with the EBO; or

At such time that administrative steps can be taken to incorporate nondiscrimination in benefits in the Contractor’s infrastructure, not to exceed three months; or

Upon expiration of the contractor’s current collective bargaining agreement(s).

Contract Description/Specification No: Gun Violence Intervention and Prevention Pro g ram/24-11659-C
Attachment G (page 1)
To be completed by
Contractor/Vendor

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B. If you have taken all reasonable measures to comply with the EBO but are unable to do so, do you agree to provide employees with a cash equivalent? * .................................... Yes No

* The cash equivalent is the amount of money your company pays for spousal benefits that are unavailable for domestic partners.

SECTION 4. REQUIRED DOCUMENTATION

At time of issuance of purchase order or contract award, you may be required by the City to provide documentation (copy of employee handbook, eligibility statement from your plans, insurance provider statements, etc.) to verify that you do not discriminate in the provision of benefits.

SECTION 5. CERTIFICATION

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that I am authorized to bind this entity contractually. By signing this certification, I further agree to comply with all additional obligations of the Equal Benefits Ordinance that are set forth in the Berkeley Municipal Code and in the terms of the contract or purchase order with the City.

Executed this _______day of _________________, in the year __________, at __________________, ________ ( City) (State)

_____________________________________ ______________________________________ Name (please print) Signature

_____________________________________ ______________________________________ Title Federal ID or Social Security Number

FOR CITY OF BERKELEY USE ONLY
Non-Compliant (The City may not do business with this contractor/vendor) One-Person Contractor/Vendor Full Compliance Reasonable Measures Provisional Compliance Category, Full Compliance by Date: _________________________________________ Staff Name (Sign and Print): _____________________________________Date: ____________ ________________

Contract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C

Attachment G (page 2)

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CITY OF BERKELEY
Right to Audit Form

The c
ontractor agrees that pursuant to Section 61 of the Berkeley City Charter, the City Auditor’s office may conduct an audit of Contractor’s financial, performance and compliance records maintained in connection with the operations and services performed under this contract.

In the event of such audit, Contractor agrees to provide the Auditor with reasonable access to Contractor’s employees and make all such financial, performance and compliance records available to the Auditor’s office. City agrees to provide Contractor an opportunity to discuss and respond to/any findings before a final audit report is filed.

Signed: ______________________________________ Date: ___________________

Print Name & Title: _______________________________________________________

Com
pany: _______________________________________________________________

Contract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C

Please direct questions regarding this form to the Auditor's Office, at (510) 981-6750.

Attachment H

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CITY OF BERKELEY
Commercial General and Automobile Liability Endorsement

The attached Certificates of Insurance are hereby certified to be a part of the following policies having the foll
owing expiration dates:

Policy No. Company Providing Policy Expir. Date
_______________ __________________________ _________
_______________ __________________________ _________
_______________ __________________________ _________
_______________ __________________________ _________

The scope of the insurance afforded by the policies designated in the attached certificates is not less than that which is afforded by the Insurance Service Organization's or other "Standard Provisions" forms in use by the insurance company in the territory in which coverage is afforded.

Such Policies provide for or are hereby amended to provide for the following:

1. The named insured is ________________________________________.

2. CITY OF BERKELEY ("City") is hereby included as an additional insured with respect to liability arising out of the hazards or operations under or in connection with the following agreement:
_______________________________________________________.

The insurance provided applies as though separate policies are in effect for both the named insured and City but does not increase the limits of liability set forth in said policies.

3. The limits of liability under the policies are not less than those shown on the certificate to which this endorsement is attached.

4. Cancellation or material reduction of this coverage will not be effective until thirty (30) days following written notice to __________________________________, Department of ___________________________, Berkeley, CA.

5. This insurance is primary and insurer is not entitled to any contribution from insurance in effect for City.

The term "City" includes successors and assigns of City and the officers, employees, agents and volunteers.
_______________________________________
Insurance Company

Date: _____________ By: ______________________________________ Signature of Underwriter's
Authorized Representative

Contract Description/Specification No: Gun Violence Intervention and Prevention Program /24-11659-C Attachment I

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APPENDIX F
Commission on the Status of Women Public Safety/Crime Prevention for Women Referral

APPENDIX F

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Commission on the Status of Women

CONSENT CALENDAR
February 13, 2024
To: Mayor and Members of the Berkeley City Council
From: Commission on the Status of Women
Submitted by: Carole Marasovic, Chair, Commission on the Status of Women Subject: Recommendation on Public Safety/Crime Prevention for Women RECOMMENDATION:

That Council refer to the Council Public Safety Policy Committee to develop plans to implement public safety crime prevention programs to address the current rising crime against women, particularly older women. These plans should include a budget referral to the Council Budget and Finance Committee for consideration in the June budget process.

These plans should include:

1. Developing a plan of safety escorts modeled on the Respect-BART Escorts Program passed by Council in 2003 to address the rash of muggings on Berkeley BART paths (North Berkeley and Ashby). As in that plan, where $40,500 was approved by Council, the Council Public Safety Policy Committee should identify the current amount of monies needed for funding for this newly developed 2024 plan and Council refer to the June budget process. These safety escorts should be available throughout the entire community of Berkeley upon request. The Council Public Safety Committee should also identify if a RFP need be issued for this purpose;

2. Develop a plan to engage Berkeley community ambassadors working under the Downtown Berkeley Association, Telegraph Business Improvement District and any similar ambassador programs to provide safety escort services upon request through the business districts they serve and nearby residences that can be reached by foot;

3. Explore if the City ride-share funded program, Go-Go Grandparent, should be expanded and in what form to provide ride shares for women concerned about their safety. Consider cost share, if necessary, for some women and working with the ride- share companies to ensure that they watch for the woman to safely reach her door before leaving; Consider the feasibility of lifting age or disability requirements. Identify a budgetary recommendation to be directed to the Council Budget and Finance Committee.

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Recommendation on Public Safety/Crime Prevention for Women Consent Calendar February 13, 2024

4. Develop a City-wide community forum targeted towards women with a special emphasis on safety and crime prevention for older, vulnerable women. This meeting should be led by the Berkeley Police Department with participation by other safety- related community resources and moderated by an official proposed by the Council Public Safety Committee. The Committee shall recommend that the forum be hybrid, both Zoom and in person. The Committee shall also discuss how City-wide promotion of this public safety crime prevention forum shall be conducted.

5. Consult with the Berkeley Police Department to provide data and other information identifying geographic locations which are high priority for safety escorts. Consult with Berkeley Police Department to secure other information as to where women are most at safety risk and what hours safety escorts, and other recommendations as stated above, be best utilized. The Berkeley Police Department shall provide this information at a Council Public Safety Committee meeting.

CURRENT SITUATION AND ITS EFFECTS:

In recent years, crime has risen including crime during broad daylight. Women have been frequently targeted, many of which have been older women. Women need to feel safe in our community. Safety escorts will reduce crime. The Commission Chair has consulted with former Councilmember Linda Maio, who sponsored the 2003 item, who confirmed that muggings greatly diminished under the 2003 BART Escorts Program following implementation.

A City-wide community forum will make Berkeley residents more aware of the crime and precautions that need to be taken.

FISCAL IMPACTS OF RECOMMENDATION
Fiscal impacts shall be identified by the Council Public Safety Committee. The figure of $40,500 earlier budgeted is obviously outdated as it is a figure from 20 years ago. In addition, that $40,500 exclusively covered safety escorts down BART paths and during limited hours. This recommendation broadens safety escorts coverage to a City-wide basis. Substantial funding is needed to fully implement these plans. However, the safety of our Berkeley residents is critical.

ENVIRONMENTAL SUSTAINABILITY
There are no identifiable environmental effects, climate impacts, or sustainability opportunities associated with the subject of this report.

BACKGROUND
On November 15, 2023, the Commission on the Status of Women voted as follows:

That Council refer to the Council Public Safety Policy Committee to develop plans to implement public safety crime prevention programs to address rising crime against women, particularly older women as stated in this recommendation in the

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Recommendation on Public Safety/Crime Prevention for Women Consent Calendar February 13, 2024
aforementioned 5 points. That Council refer plans developed based on the proposed recommendations for the safety of women, particularly older women, to the June budget process.

M/S/C: Marasovic, Arora
Ayes: Marasovic, Simon, Posey, Ortiz-Cedeno, Arora, Oliver Noes: None.

Abstain:

Absent: Boyd
LOA: Seshagiri, Goodwin

RATIONALE FOR RECOMMENDATION
Safety is critical to our community. The crime landscape has changed where crime victims are targeted in broad daylight more commonly than in the past. Women have been frequently targeted with many victims older and more vulnerable. These safety issues require awareness, education and implementation of crime prevention models beyond police response after the fact.

ALTERNATIVE ACTIONS CONSIDERED
To leave the situation as is and not provide needed crime prevention protections for women.

CITY MANAGER
The City Manager takes no position on this recommendation.

CONTACT PERSON
Okeya Vance-Dozier, Community Services Specialist II, Office of the City Manager (510) 981-7239
Carole Marasovic, Chair, Commission on the Status of Women, (510) 225-5060 Attachments:

1. BART RESPECT Escorts program contract (2003)

2. BART RESPECT Escorts program contract (2006)

3. Resolution No. 57,737-N.S.

4. City Council Meeting Minutes, November 1, 1994

5. Resolution No. 57,832-N.S.

6. Resolution No. 58,160-N.S.

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7. Resolution No. 58,636-N.S.

8. Resolution No. 59,012-N.S.

9. Resolution No. 62,124-N.S.

10.Resolution No. 63,166-N.S.

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APPENDIX G
Commission on the Status of Women April 16, 2024 Presentations

APPENDIX G

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Recommendations for the
City of Berkeley’s Domestic,
Intimate Partner and
Gender-Based Violence
Response
Sasha Gayle-Schneider (they/them)
Katie Hawn (she/her)
Office of the Director - Department of Health,
Housing & Community Services

DRAFT RECOMMENDATIONS FOR FEEDBACK

APPENDIX G

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Berkeley City CouncilJune 25, 2024

Berkeley City Council
June 25, 2024